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3740
|
dbpedia
|
1
| 78
|
https://www.elpasotexas.gov/fire-department/
|
en
|
Fire Department
|
[
"https://www.elpasotexas.gov/fire-department/_resources/themes/city/images/city-of-el-paso.svg",
"https://www.elpasotexas.gov/assets/Images/CoEP/General/Star-Divider-gray.png",
"https://www.elpasotexas.gov/assets/Images/CoEP/Fire/Chiefs/Chief-Jonathan-Killings_ResizedImageWzYwMCw0MDBd__ResizedImageWzMwMCwzMDVd.jpg",
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"https://www.elpasotexas.gov/fire-department/_resources/themes/city/images/city-sealsvg.svg"
] |
[] |
[] |
[
""
] | null |
[
"City of El Paso"
] | null |
The El Paso Fire Department responds to approximately 76,000 calls for service each year.
|
en
|
_resources/themes/city/favicon/apple-touch-icon.png
| null |
About the EPFD
The El Paso Fire Department is a full-service fire department. We respond to all calls involving fires, medical emergencies, hazardous materials, and other emergency events in the City of El Paso. Specialized teams respond to water, mountain, and technical rescues. The department provides mutual aid to Fort Bliss Military Base and the County of El Paso under the terms of the Mutual Aid Agreements. When an emergency event occurs the role of the Fire Department is to arrive on the scene as quickly and safely as possible in order to provide assistance. Additionally the Fire Department provides 9-1-1 call taking services for El Paso County, along with Fire and Police Dispatch Services for the City of El Paso.
The Fire Department utilizes resources from the community to limit the number of emergencies that occur. The inspectors of the Fire Prevention Division help ensure that the building and fire codes are followed. All businesses are inspected for fire hazards annually. If inspectors find a hazard the owner or occupant is required to fix them to meet the requirements of the safety code. The Public Education unit trains citizens in fire safety and how to use fire extinguishers.
The Fire Department is rated an ISO Class 1 department showing the dedication, training, equipment, and progress we have made to ensure the citizens of El Paso have the best department possible.
Fire Chief Jonathan Killings
Jonathan Killings was appointed Fire Chief for the El Paso Fire Department in December of 2022. Chief Killings has served his community as a member of the El Paso Fire Department since August of 1998, and as a Chief Officer since his promotion to Battalion Chief in 2016. He has proven himself in key assignments over his career in Emergency Operations, Professional Development, the Office of Emergency Management, and 911 Communications.
Chief Killings has a Bachelor’s of Science in Management from the University of Phoenix, a Masters of Public Administration from Sam Houston State University, and has been a Licensed EMT Paramedic since 2009. He was a member of the El Paso Fire Department’s ComSAR mountain rescue team, the Urban Search and Rescue Team, as well as HazMAT and Fire Training Captain.
Chief Killings proved to be a valuable asset to Administrative Command Staff since appointment to Assistant Chief of Communications, Training, and Outreach in August of 2020. He demonstrates effective decision making and exceptional leadership that has earned him the respect of all employees of the El Paso Fire Department, both uniformed and civilian.
Contact
|
|||||
3740
|
dbpedia
|
2
| 95
|
https://www.fire.ca.gov/join-calfire/seasonal-firefighter
|
en
|
Seasonal Firefighter
|
[
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"https://34c031f8-c9fd-4018-8c5a-4159cdff6b0d-cdn-endpoint.azureedge.net/-/media/calfire-website/join-cal-fire/pics/seasonal-ff-physical-prep-guide.png?h=300&w=232&rev=27677267a7f842108f44ad8f7d57c340&hash=9156192B252879718C46B0C710528907",
"https://www.fire.ca.gov/assets/img/OSFM/calfire-logo.svg"
] |
[] |
[] |
[
""
] | null |
[] | null |
en
|
/assets/img/CalFIRE/apple-touch-icon-144x144.png
| null |
On The Job
Participate in wildland, rural and structural fire suppression. As a member of a fire crew, the employees of CAL FIRE respond to emergency situations, perform heavy physical work and assist in the maintenance of the grounds, equipment and general station housekeeping. Firefighter I is a seasonal, temporary classification. Hiring may begin as early as January and it will continue throughout the year as the need arises. The length of employment is up to nine months, depending on the duration and intensity of the fire season. Becoming a Firefighter I is the best way to enhance your career opportunities with CAL FIRE. Salary (Monthly) Base salary $3,672.00 - $4,643.00 Plus $1,824 - $2,306 Extended Duty Week Compensation (paid every 4 weeks). The typical work week consists of three consecutive 24-hour days on (72-hour shift) with overtime compensation for additional time worked. In addition to responding to emergencies, station life includes cleaning fire engines, training, doing laundry, mopping floors, meal preparation, maintenance (engine maintenance, light construction), physical fitness and a review of fire suppression and emergency response procedures. At night, all employees typically sleep in barracks, in dorm-like conditions. While on duty, meals are prepared at the station and everyone takes turns cooking. Each employee pays for all chargeable on-duty meals at the rate equivalent to the average meal cost in the Unit where he/she is employed. You are not charged for meals while committed to an emergency incident. As necessary, your crew will respond to structure fires, wildland fires, medical aids, auto accidents, and other hazardous incidents. Your field duties will require you to work under adverse environmental conditions over extended periods of time. You will be helping to fulfill one of CAL FIRE’s most important responsibilities: protecting the people, property, and resources of the State of California.
Requirements and Training
You must be 18 years of age at the time of your appointment to Firefighter I. You will be required to follow oral/written directions, do heavy physical work, exercise good judgment in hazardous emergency activities, be willing to live in remote areas and work on weekends/holidays. Being physically fit is vital to your success as a firefighter. Applications will be processed in rounds with cut-off dates throughout the year. Successful applicants are placed into the appropriate category as follows:
For more information on category placement and required trainings please review the Required Training PDF.
|
||||||
3740
|
dbpedia
|
3
| 36
|
https://home.cern/tags/fire-brigade
|
en
|
Fire Brigade
|
https://home.cern/sites/default/themes/custom/cernpublic/favicon.ico
|
https://home.cern/sites/default/themes/custom/cernpublic/favicon.ico
|
[
"https://home.cern/sites/default/files/logo/cern-logo.png",
"https://home.cern/sites/default/files/inline-images/pkatyaya/1209226_01-A5-at-72-dpi.jpg"
] |
[] |
[] |
[
"physics",
"CERN",
"Large Hadron Collider",
"LHC",
"high-energy physics",
"particles",
"science"
] | null |
[] |
2024-07-18T13:27:08+00:00
|
The CERN Fire Brigade has several key duties. It exists: To protect the life and ensure the safety of all CERN personnel, contractors, visitors and users from fire and other threats; to provide emergency ambulance care due to accident or illness; to protect CERN property and that of its personnel, contractors, visitors and users; and to carry out any urgent or humanitarian operation in order to safeguard the interests of CERN and the environment.
|
en
|
/sites/default/themes/custom/cernpublic/favicon.ico
|
https://home.cern/tags/fire-brigade
|
The CERN Fire Brigade has several key duties. It exists: To protect the life and ensure the safety of all CERN personnel, contractors, visitors and users from fire and other threats; to provide emergency ambulance care due to accident or illness; to protect CERN property and that of its personnel, contractors, visitors and users; and to carry out any urgent or humanitarian operation in order to safeguard the interests of CERN and the environment.
|
|||
3740
|
dbpedia
|
0
| 62
|
https://nlr.ar.gov/departments/fire-department/
|
en
|
City of North Little Rock
|
[
"https://nlr.ar.gov/wp-content/uploads/2022/11/nlr-white-simple@3x.png",
"https://nlr.ar.gov/wp-content/uploads/2023/03/fire-department-jpg.webp",
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[] |
[
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] | null |
[] |
2023-03-09T01:32:37+00:00
|
ABOUT THE DEPARTMENT The overall goal of the North Little Rock Fire Department is to prevent the loss of life and property to citizens that are entrusted to our care, […]
|
en
|
City of North Little Rock
|
https://nlr.ar.gov/departments/fire-department/
|
ABOUT THE DEPARTMENT
The overall goal of the North Little Rock Fire Department is to prevent the loss of life and property to citizens that are entrusted to our care, through direct intervention and preventative education. This is to be accomplished while ensuring the health and safety of our firefighters and maintaining the highest degree of professionalism within our department. The Fire Department is committed to the pursuit of its mission primarily through prevention and education. When incidents do occur, we provide emergency and non-emergency responses to/and mitigation of fire, medical emergencies, hazardous material incidents, technical rescues, and any natural, man-made or other situation that may arise.
SMART 911
With Smart911, you can provide 9-1-1 call takers and first responders critical information you want them to know in any kind of emergency.
When you call 9-1-1, your Smart911 Safety Profile displays on the 9-1-1 screen and the 9-1-1 call takers can view your addresses, medical information, home information, description of pets and vehicles, and emergency contacts. You can provide as much or as little information as you like.
Smart911 is a national service meaning your Smart911 Safety Profile travels with you and is visible to any participating 9-1-1 center nationwide.
Create your own safety profile at smart911.com
OPERATIONS
The NLRFD has 153 uniformed line personnel, 7 uniformed staff personnel, and 3 civilian employees. Line personnel are divided into 3 crews: A, B, and C Crews. Each crew is on duty for a 24-hour shift followed by 48 hours of off-duty. Uniformed staff and civilian personnel are on a Monday-Friday, 40 hours per week schedule.
Each 24-hour shift operates out of 10 fire stations consisting of 10 Engines, 2 Trucks, 2 Rescues, 2 Battalion Chiefs, 1 Training Lieutenant and other special response units.
Engines are equipped with firefighting equipment, emergency medical equipment, and a wide array of other tools. These engines are the NLRFD’s main firefighting apparatus. Trucks have aerial ladder capabilities and carry a wider variety of ground ladders. Rescues carry equipment used for fire rescues, emergency medical equipment along with extrication equipment.
Rescue 1 and Engine 7 are licensed and equipped Advanced Life Support (ALS) units. A minimum of one paramedic is assigned to each unit per shift. All other units are Basic Life Support (BLS) equipped.
In addition to fire and EMS calls, the NLRFD also responds to calls for service that require our Special Operations Response Team, Haz Mat Response Team and Water Rescue for responses to the Arkansas River.
STATIONS
|
|||||
3740
|
dbpedia
|
3
| 60
|
https://www.instagram.com/londonfirebrigade/p/C9j8icioeaI/
|
en
|
Instagram
|
[] |
[] |
[] |
[
""
] | null |
[] | null |
en
| null | ||||||||
3740
|
dbpedia
|
1
| 79
|
https://www.columbiasouthern.edu/blog/blog-articles/2021/april/diversity-in-the-fire-service/
|
en
|
The Benefits and Importance of Diversity in the Fire Service
|
[
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[] |
[] |
[
"The Link | Columbia Southern University | The Benefits and Importance of Diversity in the Fire Service"
] | null |
[] |
2021-04-16T00:00:00
|
The firefighter workforce is 96% male and 80% white. This article explores the benefits of promoting inclusion and diversity in the fire service.
|
en
|
/media/uemdcmg5/apple-touch-icon.png
| null |
Demographically speaking, our nation’s fire departments are not diverse. Consider the following workforce statistics from 2019 reported by Data USA:
95.8% of firefighters were male.
79.9% of firefighters were white and non-Hispanic.
Many communities have started improving their efforts to recruit a more diverse workforce. For these programs to succeed, it’s important to recognize two concepts:
Why there is a lack of diversity in the field.
The benefits of diversity in the fire service.
Why is There a Lack of Diversity in the Fire Service?
Before exploring any potential changes, it’s helpful to first consider possible explanations for the current state of the firefighter workforce. Every department is unique, but here are three potential reasons for a lack of diversity:
Representation in recruitment materials. When potential candidates don’t see someone who looks like them in recruitment materials or the media, they may be reluctant to apply. Developing a recruitment roadmap can be a key step in building a more diverse team.
Non-inclusive physical standards. Physical ability tests are an important requirement for a demanding job like firefighting, but the standards used in PATs may not always be equitable. In a webinar hosted by the International Association of Fire Chiefs, Ali Rothrock described the difference between equality and equity; establishing standards that are equitable would acknowledge the fact that individuals with different body types and abilities have different needs, but they can often accomplish the same tasks with different tools or accommodations.
Undervaluing non-physical skills. If a firehouse treats physical strength and athletic ability as the be-all and end-all for their teams, they may be overlooking candidates who can bring other valuable skills and knowledge. The best firefighters have many positive traits; these individuals have integrity and strong communication and teamwork skills, among many others. A firehouse that undervalues non-physical skills may experience more challenges in complicated scenarios.
Why is Inclusion and Diversity Important in the Fire Service?
A fire department that resembles its community in demographic makeup is more likely to be able to provide effective service and garner more respect from citizens. For example, if your community has a large percentage of residents who speak Spanish, firefighters who also speak the language can better communicate with citizens during both emergencies and non-emergency interactions. Community members who are in an emergency situation or who have been through one recently may feel more comfortable speaking to someone with whom they can identify.
More inclusive fire departments can also improve the innovation and problem-solving abilities of their teams. The more perspectives and experiences that individuals can bring to the firehouse, the better. Not to mention, failing to maintain a diverse fire service could raise questions regarding hiring practices, potentially leading to lawsuits, budget cuts or community distrust. Simply put, maintaining a diverse department benefits both the fire department and the community it serves.
Conclusion
Improving the diversity of fire departments can go a long way toward improving the perception of firefighters and the role that they play in their communities. Thanks to improved recruitment efforts in departments across the country, as well as specific programs designed to recruit women and minorities to the fire service, signs are pointing toward a shift toward more diversity in the future.
|
|||||
3740
|
dbpedia
|
0
| 35
|
https://colchestervt.gov/3245/Fire-Department
|
en
|
Fire Department
|
https://colchestervt.gov/images/favicon.ico
|
https://colchestervt.gov/images/favicon.ico
|
[
"https://colchestervt.gov/ImageRepository/Document?documentID=5477",
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[] |
[] |
[
"Fire Department",
"Malletts Bay Fire",
"Colchester Center Fire Department"
] | null |
[] | null |
The Town of Colchester has a robust fire department with staff and volunteers alike.
|
en
|
/images/favicon.ico
| null |
We provide Emergency Response Fire Services to the Town of Colchester and provide Mutual Aid to surrounding communities. We began service Monday June 1, 2020 as a combined department where career staff support a primarily volunteer department. The Department provides, Fire Suppression, Emergency Medical First Response, Heavy Rescue, Water and Cold-Water Rescue, Hazmat and Marine First Response.
The Town Department responds to emergency calls for service, conducts training, provides public education on fire prevention and fire safety, reviews development plans, and conducts fire prevention activities.
For more information or questions please call Chief Crady at 802.862.4415 Ext.11
MISSION STATEMENT
The Colchester Fire Department is a unique and professional combination organization that will safely and effectively respond to emergencies for the protection of life, property, and the environment for those who live, work, visit, or invest in our community. Each member strives to deliver the highest quality service through training, preparedness, planning and prevention in order to ensure that our community maintains a high quality of life.
|
|||
3740
|
dbpedia
|
3
| 3
|
https://en.wikipedia.org/wiki/History_of_fire_brigades_in_the_United_Kingdom
|
en
|
History of fire brigades in the United Kingdom
|
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[
"Contributors to Wikimedia projects"
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2007-02-16T19:38:58+00:00
|
en
|
/static/apple-touch/wikipedia.png
|
https://en.wikipedia.org/wiki/History_of_fire_brigades_in_the_United_Kingdom
|
See also: History of firefighting
The history of fire brigades in the United Kingdom charts the development of fire services in the United Kingdom from the creation of the United Kingdom to the present day.
Between the 17th century and the beginning of the 19th century, all fire engines and crews in the United Kingdom were either provided by voluntary bodies, parish authorities or insurance companies. James Braidwood founded the world's first municipal fire service in Edinburgh after the Great Fire of Edinburgh in 1824 destroyed much of the city's Old Town.[1] Braidwood later went on to become superintendent of the London Fire Engine Establishment (LFEE), which brought together ten independent insurance company brigades in 1833. A 7-foot-tall (2.1 m) bronze statue of Braidwood, located in Parliament Square in Edinburgh, commemorates his achievements.[2] The Royal Society for the Protection of Life from Fire was formed in 1836 mainly to provide mobile escape ladders; protection of life was not the main concern of the insurance company brigades. Today it exists to give "recognition to individuals who perform acts of bravery in rescuing others from fire".[3][4]
James Braidwood was killed at the Tooley Street fire of 1861, where a wall collapsed on top of him.[5] This fire was a major factor in the decision of the British government, after much lobbying by liability-laden insurance companies and LFEE, to create the Metropolitan Fire Brigade in 1866. The MFB would be publicly funded and controlled through the Metropolitan Board of Works. Its first superintendent was Captain Sir Eyre Massey Shaw. In 1904, the MFB changed its name to the London Fire Brigade.
Outside London, new local government bodies created by late 19th century legislation (such as the Local Government Act 1894) took over responsibility for fire-fighting.
Before 1938, there were some 1,600 local fire brigades in operation. The Fire Brigades Act 1938 constituted the councils of all county boroughs and county districts (municipal boroughs, urban and rural districts) as fire authorities. The councils were required to provide the services for their borough or district of such a fire brigade and of such fire engines, appliances and equipment as may be necessary to meet efficiently all normal requirements.[6] At roughly the same time, the Auxiliary Fire Service, consisting largely of unpaid volunteers, was formed in parallel to the Air Raid Precautions organisation. Every borough and urban district had an AFS unit, and they operated their own fire stations in parallel to the local authority. Members of the AFS could be called up for full-time paid service if necessary, a similar arrangement applied to the wartime Special Constabulary.
The effects of the 1938 Act were short lived (though it was not repealed until 1947), as all local brigades and Auxiliary Fire Service units in Great Britain were merged into the National Fire Service in 1941, which was itself under the auspices of the Civil Defence Service. There was a separate National Fire Service (Northern Ireland). Before the war, there had been little or no standardisation of equipment, most importantly in the diameter of hydrant valves. This made regional integration difficult.
The 1938 Act was replaced by the Fire Services Act 1947, which disbanded the National Fire Service and made firefighting functions the responsibility of county and county borough councils, meaning there were still far fewer brigades than before the war. There were also slightly different arrangements in Scotland from England and Wales. The Auxiliary Fire Service was reformed in 1948 as a national fire reserve, and operated the famous Green Goddess "self-propelled pumps", tasked with relaying vast quantities of water into burning cities after a nuclear attack, and also with supporting local fire services.
Local government was completely reorganised in the mid 1970s (see Local Government Act 1972 and Local Government (Scotland) Act 1973), meaning many fire brigades were merged and renamed. There have been some other amalgamations since then, including the 2013 merger of all Scottish services into one, the Scottish Fire and Rescue Service.
Before 1974, all but one of the fire brigades in England and Wales used the term "Fire Brigade", the exception was the City of Salford, which called itself "Fire Department". After 1974, all but two of the new authorities adopted the term "Fire Service", the two exceptions being Avon County and County Cleveland. Most of the older county brigades who came through the reorganisation with little change also changed their names to "Fire Service", the only brigades not to adopt the term were London, Cornwall, East Sussex, Somerset, West Sussex and Wiltshire, all of which still retained the name "Fire Brigade". More recently, almost all fire authorities have changed their name to "Fire and Rescue Service", the only exceptions to this are, Cleveland and London who still use "Fire Brigade" and West Midlands Fire Service.
The following is a list of all the fire brigades created by the 1947 decentralisation, and also those created by mergers in the 1960s, up until local government reorganisation in 1974.
Brigade Notes Fate in the 1974 reorganisation Barnsley County Borough FB Merged to form South Yorkshire FS Barrow-in-Furness County Borough FB Merged to form Cumbria FS City of Bath FB Merged to form Avon County FB Bedfordshire FB Luton County Borough formed own brigade in 1964 Reabsorbed Luton County Borough FB Berkshire and Reading FB Combined brigade for administrative county of Berkshire, Reading County Borough, later Lost Abingdon, Didcot and Wantage to Oxfordshire and gained Slough from Buckinghamshire Birkenhead County Borough FB Merged to form Merseyside FS City of Birmingham FB Merged to form West Midlands FS Blackburn County Borough FB Merged into Lancashire County FS Blackpool County Borough FB Merged into Lancashire County FS Bolton County Borough FB Merged to form Greater Manchester FS Bootle County Borough FB Merged to form Merseyside FS Bournemouth County Borough FB Merged into Dorset FS City of Bradford FB Merged to form West Yorkshire FS Brighton County Borough FB Merged into East Sussex FB City of Bristol FB Merged to form Avon County FB Buckinghamshire FB Lost Slough to Berkshire FB Burnley County Borough FB Merged into Lancashire County FS Burton upon Trent County Borough FB Merged into Staffordshire FS Bury County Borough FB Merged to form Greater Manchester FS Cambridgeshire and Isle of Ely FB Combined brigade for administrative counties of Cambridgeshire and the Isle of Ely until 1965, when Cambridgeshire and Isle of Ely county council formed Merged to form Cambridgeshire FS City of Canterbury FB Formed part of combined brigade, known as Kent and Canterbury FB in Canterbury and Kent FB in remainder of County. City of Carlisle FB Merged to form Cumbria FS Cheshire FB Lost area to Greater Manchester, Merseyside FS City of Chester FB Merged into Cheshire FS Cornwall FB No change (later became Cornwall County FB) City of Coventry Merged to form West Midlands FS Croydon County Borough FB Absorbed by London FB 1965 Cumberland FB Merged to form Cumbria FS Darlington County Borough FB Merged into County Durham County FB Derby County Borough FB Merged into Derbyshire FS Derbyshire FB Absorbed Derby County Borough FB Devon FB Absorbed Exeter and Plymouth Dewsbury County Borough FB Merged to form West Yorkshire FS Doncaster County Borough FB Merged to form South Yorkshire FS Dorset FB Absorbed Bournemouth County Borough FB Dudley County Borough FB Took in areas from Staffordshire FB 1967 Merged to form West Midlands FS Durham County FB Lost areas to Hartlepool CB 1967, Teesside CB 1974 Later absorbed into Cleveland County Fire Brigade East Ham County Borough FB Absorbed by London FB 1965 East Riding of Yorkshire FB Area split to form North Yorkshire FS and Humberside FS East Sussex FB Lost some area to West Sussex FS, gained Brighton, Eastbourne and Hastings Eastbourne County Borough FB Merged into East Sussex FS Essex FB Lost nine stations to London FB 1965. Absorbed Southend County Borough FB City of Exeter FB Merged into Devon FS City of Gloucester FB Merged into Gloucestershire FS Gloucestershire Lost area to Avon County FS Great Yarmouth County Borough FB Merged into Norfolk FS Grimsby County Borough FB Merged to form Humberside FS Halifax County Borough FB Merged to form West Yorkshire FS Hampshire FB Gained Portsmouth, Southampton, lost Christchurch area to Dorset FS Hastings County Borough FB Merged into East Sussex FS Herefordshire FB Merged to form Hereford and Worcester FS Hertfordshire FB Lost East Barnet to London FB but gained Potters Bar from Middlesex 1965 No change Holland FB County Lincolnshire Merged to form Lincolnshire FS Huddersfield County Borough FB Merged to form West Yorkshire FS Hull County Borough FB Merged to form Humberside FS Huntingdonshire FB Merged with Soke of Peterborough FB 1965 to form Huntingdon and Peterborough FB Merged into Cambridgeshire FS Huntingdon and Peterborough FB Formed from Soke of Peterborough FB and Huntingdonshire FB in 1965, when Huntingdon and Peterborough County Council formed Merged into Cambridgeshire FS Isle of Wight FB No change Kent FB Combined brigade for Canterbury County Borough and administrative county of Kent.
Lost part of area (present London Boroughs of Bexley and Bromley) to London FB 1965 No further change in 1974 Kesteven County FB Merged to form Lincolnshire FS Lancashire County FB Lost area to Cumbria FS, Greater Manchester FS and Merseyside FS. City of Leeds FB Merged to form West Yorkshire FS City of Leicester FB Merged to form Leicestershire FS Leicestershire and Rutland FB Combined brigade for two administrative counties Merged to form Leicestershire FS City of Lincoln FB Merged to form Lincolnshire FS Lindsey County FB, Lincolnshire Merged to form Lincolnshire FS City of Liverpool FB Merged to form Merseyside FS London FB Covered County of London until 1965, Greater London thereafter No further change Luton County Borough FB Separated from Bedfordshire FB 1964 Bedfordshire FS City of Manchester FB Merged to form Greater Manchester FS Middlesbrough County Borough FB Became part of Teesside County Borough FB in 1974 Merged to form Cleveland County Fire Brigade Middlesex FB Abolished 1965 to London FB except for Potters Bar to Hertfordshire FB,
Staines and Sunbury to Surrey FB Newcastle and Gateshead Joint FB Combined brigade for two county boroughs Merged to form Tyne and Wear FS Norfolk FB North Riding of Yorkshire FB Lost area to Teesside County Borough FB in 1968 Merged to form Cleveland FS Northampton County Borough FB Merged into Northamptonshire FS Northamptonshire FB No change Northumberland FB Merged to form Tyne and Wear FS City of Norwich FB Merged into Norfolk FS City of Nottingham FB Merged into Nottinghamshire FS Nottinghamshire FB Oldham County Borough FB Merged to form Greater Manchester FS City of Oxford FB Merged into Oxfordshire FS Oxfordshire FB Soke of Peterborough FB Merged with Huntingdonshire FB 1965 to form Huntingdon and Peterborough FB.
(City of) Peterborough Volunteer FB also retained by county council (Cambridgeshire FS) City of Plymouth FB Merged into Devon FS City of Portsmouth FB Merged into Hampshire FS Preston County Borough FB Merged into Lancashire County FS Rochdale County Borough FB Merged to form Greater Manchester FS Rotherham County Borough FB Merged to form South Yorkshire FS City of Salford FD Merged to form Greater Manchester FS St Helens County Borough FB Merged to form Merseyside FS City of Sheffield FB Merged to form South Yorkshire FS Shropshire FB No change Smethwick and West Bromwich Joint FB Combined brigade for two county boroughs.
Abolished 1967: Became Warley County Borough FB and West Bromwich County Borough FB Merged to form West Midlands FS Solihull County Borough FB Separated from Warwickshire FB 1964 Merged to form West Midlands FS Somerset FB Lost area to Avon FS South Shields County Borough FB Merged to form Tyne and Wear FS Southampton County Borough FB Renamed Southampton City FB 1964 To Hampshire FB Southend County Borough FB Merged into Essex FS Southport County Borough FB Merged to form Merseyside FS Staffordshire FB Lost area to various county boroughs in 1967. Gained Stoke-on-Trent, lost area to West Midlands Stockport County Borough FB Merged to form Greater Manchester FS Stoke-on-Trent County Borough FB Merged into Staffordshire FS Suffolk and Ipswich FB Combined brigade for administrative counties of East and West Suffolk and Ipswich county borough. Merged to form Suffolk FS County Borough of Sunderland FB Merged to form Tyne and Wear FS Surrey FB Lost 10 stations to London FB in 1965. But gained Staines and Sunbury from Middlesex No further change Teesside County Borough FB Formed from Middlesbrough County Borough FB, parts of Durham FB, North Riding (Yorkshire) FB 1968 Cleveland County Fire Brigade Tynemouth County Borough FB Merged to form Tyne and Wear FS Wakefield County Borough FB Merged to form West Yorkshire FS Wallasey County Borough FB Merged to form Merseyside FS Warley County Borough FB Formed 1967 from the separation of Smethwick and West Bromwich Joint FB West Midlands FS Warrington County Borough FB Merged to form Cheshire FS Warwickshire FB Solihull formed own brigade 1964 Lost area to West Midlands FS West Bromwich County Borough FB Formed 1967 from the separation of Smethwick and West Bromwich Joint FB West Midlands FS West Ham County Borough FB Absorbed by London FB 1965 West Hartlepool County Borough FB Merged with part of Durham County Fire Brigade to form Hartlepool County Borough FB in 1967 Merged with Teesside County Borough FB and parts of Durham and North Riding Fire Brigades in 1974 to form Cleveland County FB West Riding of Yorkshire FB Split into West Yorkshire FS and South Yorkshire FS with losses to Cumbria FS, Humberside FS and Lancashire County FS West Sussex FB Gained area from East Sussex Westmorland FB Merged to form Cumbria FS Wigan County Borough FB Merged to form Greater Manchester FS Wiltshire FB No change Wolverhampton County Borough FB Merged to form West Midlands FS Worcester City and County FB Combined brigade for county borough of Worcester and administrative county of Worcestershire Merged to form Hereford and Worcester FS City of York FB Merged to form North Yorkshire FS
From 1974, each of the new county councils and the Greater London Council (GLC) maintained a separate fire brigade. In 1986, the GLC and the six metropolitan county councils were abolished. This led to the establishment of fire and civil defence authorities which were joint boards of London and metropolitan borough councils. Local government reform in the 1990s created a number of unitary authorities, usually termed as district or borough councils but sometimes also county councils, and accordingly combined fire authorities constituted in a number of counties.
Brigade Notes Avon FS Since 1996 administered by combined fire authority (CFA) of Bath and North East Somerset, Bristol City, North Somerset, and South Gloucestershire councils. Name changed to Avon Fire and Rescue Service in 2004.[7] Bedfordshire FS Since 1997 administered by a CFA of Bedfordshire County and Luton Borough councils. Bedfordshire has since been split up into unitary authorities, so this CFA now represents Luton Borough, Bedford Borough and Central Bedfordshire District councils. Name changed to Bedfordshire and Luton Fire and Rescue Service. Royal Berkshire FS Change of name from Royal Berkshire FB to Royal Berkshire FS in 1985. Since 1998 administered by a CFA of six unitary authorities. Buckinghamshire FS Since 1997 administered by a CFA of Buckinghamshire County and Milton Keynes Borough Councils. Name changed to Buckinghamshire FRS. Cambridgeshire FS Since 1998 administered by a CFA of Cambridgeshire County and Peterborough City Councils. Name changed to Cambridgeshire FRS. Cheshire FS Since 1998 administered by a CFA of Cheshire, Halton and Warrington councils. Name changed to Cheshire FRS. Cleveland FB Since 1996 administered by a CFA of Hartlepool, Middlesbrough, Stockton-on-Tees and Redcar and Cleveland. Cornwall County FB Name changed to Cornwall FRS Cumbria FS Name changed to Cumbria FRS. Derbyshire FS Since 1997 administered by a CFA of Derby City and Derbyshire County councils. Name changed to Derbyshire FRS. Devon FS From 1998 administered by CFA of Devon County, Plymouth City and Torbay Borough councils. Merged into Devon and Somerset FRS in 2007. Devon and Somerset FRS Formed 2007 by merger of Devon and Somerset FBs. Administered by CFA of Devon County, Somerset County, Plymouth City and Torbay Borough Councils. Dorset FS Since 1997 administered by a CFA of Dorset County and Bournemouth and Poole Borough Councils. Name changed to Dorset FRS. Durham County FB Renamed Durham County Fire Brigade in 1992. Then became County Durham and Darlington Fire and Rescue Brigade in 1997 when administered by a Combined Fire Authority of Durham County Council and Darlington Borough Council. Name changed to County Durham and Darlington FRS in 2003.[8] East Sussex FB Since 1997 administered by a CFA of Brighton and Hove City and East Sussex County councils. Name changed to East Sussex FRS. Essex FB Since 1998 administered CFA of Essex County and Southend-on-Sea and Thurrock Borough councils. Name changed to Essex County FRS in 1985.[9] Gloucestershire FS Name changed to Gloucestershire FRS. Greater Manchester County FS Was administered by Greater Manchester County Council until its abolition in 1986, afterwards administered by the Greater Manchester Fire and Rescue Authority. Name of the service itself changed to Greater Manchester FRS. Hampshire FS Since 1997 administered by a CFA of Hampshire County and Portsmouth and Southampton city councils. Name changed to Hampshire FRS. Merged with Isle of Wight Fire and Rescue Service on 1 April 2021 to create Hampshire & Isle of Wight Fire and Rescue Service Hereford and Worcester FS Since 1998 administered by a CFA of Herefordshire and Worcestershire county councils. Name changed to Hereford and Worcester FRS. Hertfordshire FS Name changed to Hertfordshire FRS. Humberside FB Since 1998 administered by a CFA of East Riding of Yorkshire, Hull City, North Lincolnshire and North East Lincolnshire councils. Name changed to Humberside FRS. Isle of Wight FS Name changed to Isle of Wight FRS. Merged with Hampshire Fire & Rescue Service on 1 April 2021 to create Hampshire & Isle of Wight Fire and Rescue Service Kent FB Since 1998 administered by a CFA of Kent County and Medway Borough councils. Name changed to Kent FRS. Lancashire FS Since 1998 administered by CFA of Lancashire County and Blackburn with Darwen and Blackpool borough councils. Name changed to Lancashire FRS. Leicestershire FS Since 1997 administered by a CFA of Rutland, Leicestershire County and Leicester City councils. Name changed to Leicestershire FRS. Lincolnshire FS Name changed to Lincolnshire FRS. London FB Was not affected by 1974 reorganisations; administered by the Greater London Council until its abolition in 1986, the London Fire and Civil Defence Authority 1986 - 2000 and by the London Fire and Emergency Planning Authority since 2000. Merseyside County FB Was administered by Merseyside County Council until its abolition in 1986, afterwards administered by the Merseyside Fire and Civil Defence Authority, which was renamed South Yorkshire Fire and Rescue Authority.[10] Name of the service itself changed to Merseyside FRS. Norfolk FS Name changed to Norfolk FRS. North Yorkshire FS Since 1996 administered by a CFA of North Yorkshire County and York City councils. Name changed to North Yorkshire FRS. Northamptonshire FB Name changed to Northamptonshire FRS. Northumberland FB Name changed to Northumberland FRS. Nottinghamshire FS Since 1998 administered by a CFA of Nottingham City and Nottinghamshire County councils. Name changed to Nottinghamshire FRS. Oxfordshire FS Name changed to Oxfordshire FRS. Salop FS Renamed Shropshire FS 1980, since 1998 administered by Shropshire and Wrekin Fire and Rescue Authority. Later renamed Shropshire FRS. Somerset FB Merged into Devon and Somerset FRS in 2007. Staffordshire FS Administered by Stoke-on-Trent and Staffordshire Fire Authority since 1997. Name changed to Staffordshire FRS. South Yorkshire FS Was administered by South Yorkshire County Council until its abolition in 1986, afterwards administered by the South Yorkshire Fire and Civil Defence Authority, which was renamed South Yorkshire Fire and Rescue Authority in 2004.[10] Name of the service itself changed to South Yorkshire FRS. Suffolk FS Name changed to Suffolk FRS. Surrey FS Name changed to Surrey FRS. Tyne and Wear Metropolitan FB Was administered by Tyne and Wear County Council until its abolition in 1986, afterwards administered by Tyne and Wear Fire and Rescue Authority. Name of the service itself was changed to Tyne and Wear FRS. Warwickshire FS Name changed to Warwickshire FRS. West Midlands FS Was administered by the West Midlands County Council until its abolition in 1986, afterwards administered West Midlands Fire and Rescue Authority. West Yorkshire FS Was administered by the West Yorkshire County Council until its abolition in 1986, afterwards administered by the West Yorkshire Fire and Civil Defence Authority, which was renamed West Yorkshire Fire and Rescue Authority in 2005. Name of the service itself was changed to West Yorkshire FRS. West Sussex FB Name changed to West Sussex FRS. Wiltshire FS Since 1998 administered by Wiltshire and Swindon Fire Authority. Name changed to Wiltshire FRS.
Brigade Notes Fate in the 1974 reorganisation Anglesey FB Merged to form part of Gwynedd FS Breconshire and Radnorshire FB Combined brigade for two administrative counties Split between Gwent FS and Powys FS, Caernarvonshire FB Formed part of Gwynedd FS City of Cardiff FB Formed part of South Glamorgan FS Carmarthenshire and Cardiganshire FB Combined brigade for two administrative counties Formed part of Dyfed FS Denbighshire and Montgomeryshire FB Combined brigade for two administrative counties Split between Clwyd FS and Gwynedd FS Flintshire FB Formed part of Clwyd FS Glamorgan FB Split between Mid, South and West Glamorgan FS's Merionethshire FB Formed part of Gwynedd FS Merthyr Tydfil County Borough FB Formed part of Mid Glamorgan FS Monmouthshire FB Formed part of Gwent FS Newport County Borough FB Formed part of Gwent FS Pembrokeshire FB Formed part of Dyfed FS Swansea County Borough FB Formed part of West Glamorgan FS
From 1974 each of the new county councils maintained a separate fire brigade.
Brigade 1996 Clwyd FS North Wales FRS Dyfed FB Mid and West Wales FRS Gwent FB South Wales FRS Gwynedd FS North Wales FRS Mid Glamorgan FS South Wales FRS Powys FS Mid and West Wales FRS South Glamorgan FS South Wales FRS West Glamorgan FB Mid and West Wales FRS
The Local Government (Wales) Act 1994 replaced the eight counties with unitary authorities. The authorities are grouped into three areas for the provision of fire and rescue services. Fire services are administered by fire and rescue authorities consisting of councillors from each of the councils in the area.
Brigade Principal areas North Wales FS,
renamed North Wales FRS Anglesey, Conwy, Denbighshire, Flintshire, Gwynedd and Wrexham Mid and West Wales FB,
renamed Mid and West Wales FRS in 2003[11] Carmarthenshire, Ceredigion, Neath Port Talbot, Pembrokeshire, Powys and Swansea South Wales FS
renamed South Wales FRS 2004[12] Blaenau Gwent, Bridgend, Caerphilly, Cardiff, Merthyr Tydfil, Monmouthshire, Newport, Rhondda Cynon Taff, Torfaen and Vale of Glamorgan
The first public fire service in the UK was founded in Edinburgh in 1824. Central government responsibility for fire brigades was handed to the Scottish Office and the Secretary of State for Scotland upon their creation in 1885. The 1947 Act also reorganised fire services in Scotland. Section 36 obliged county councils, corporations of counties of cities and town councils of large burghs to form combined fire brigades. Schedule 4 set the combined areas of the new brigades.
Name of combined area Counties and burghs covered and represented in the CFA Lanark The county of Lanark and the burghs of Airdrie, Coatbridge, Hamilton, Motherwell and Wishaw, and Rutherglen. Central The counties of Clackmannan, Dunbarton and Stirling, and the burghs of Clydebank, Dumbarton, Falkirk and Stirling. Western The counties of Argyll, Bute and Renfrew, and the burghs of Greenock, Paisley and Port Glasgow. South Western The counties of Ayr, Dumfries, Kirkcudbright and Wigtown, and the burghs of Ayr, Dumfries and Kilmarnock. South Eastern The counties of Berwick, East Lothian, Midlothian, Peebles, Roxburgh, Selkirk and West Lothian, and the county of the city of Edinburgh. Fife The county of Fife and the burghs of Dunfermline and Kirkcaldy. Perth and Kinross The joint county of Perth and Kinross, and the burgh of Perth. Angus The county of Angus, the burgh of Arbroath and the county of the city of Dundee. North Eastern The counties of Aberdeen, Banff and Kincardine, and the joint county of Moray and Nairn, and the county of the city of Aberdeen. Northern The counties of Caithness, Inverness, Orkney, Ross and Cromarty, Sutherland and Zetland, and the burgh of Inverness.
The County of the City of Glasgow continued to maintain its own fire brigade, so that there were 11 brigades in all.
The Local Government (Scotland) Act 1973 reorganised local government from 1975. County councils and town councils were abolished, making regional or islands area councils the new fire authorities, except where a combined fire authority was present. Some of the new administrative areas were grouped, and eight brigades were formed in all. Minor name changes took place throughout the life of these brigades; "Northern" was changed to "Highlands and Islands" in 1983, "Central Region" became "Central Scotland" when local government was again reformed in 1996, and all brigades except Tayside and the Highlands and Islands eventually adopted the name "Fire and Rescue Service".
Brigade formed in 1975 Pre-1975 brigades 1975-1996 local government regions 1996-2013 local council areas Central Region FB
Renamed Central Scotland FB in 1996
Part of Central Area FB,
part of Perth and Kinross FB,
Bo'ness from South Eastern Area FB Central Region Stirling, Falkirk, Clackmannanshire Dumfries and Galloway FB Most of South Western Area FB Dumfries and Galloway Dumfries and Galloway Fife FB Identical to Fife Area FB Fife Fife Grampian Region FB Most of North Eastern Area FB Grampian Aberdeen City, Aberdeenshire, Moray Lothian and Borders FB South Eastern Area FB (less Bo'ness) Lothian, Scottish Borders City of Edinburgh, West Lothian, Midlothian, East Lothian, Scottish Borders Northern FB
Renamed Highland and Islands FB 1983 Changed to Highlands and Islands late 1990s.
Northern Area FB, part of North Eastern Area FB Highland, Orkney, Shetland, Western Isles Highland, Orkney, Shetland, Western Isles Strathclyde FB City of Glasgow, Lanark Area FB, part of Central Area FB,
part of South Western Area FB, part of Western Area FB Strathclyde Argyll and Bute, East Ayrshire, East Dunbartonshire, East Renfrewshire, Glasgow City, Inverclyde, North Ayrshire, North Lanarkshire, Renfrewshire, South Ayrshire, South Lanarkshire, West Dunbartonshire
Under the terms of the Police and Fire Reform (Scotland) Act 2012, the eight regional services were replaced by a single Scottish Fire and Rescue Service for the whole of Scotland, with effect from 1 April 2013. The Scottish Fire and Rescue Service has its headquarters in Cambuslang (having initially been based in Perth).
As in Great Britain, there were numerous local authority fire brigades in Northern Ireland until the Second World War. On 1 March 1942 all brigades were nationalised by the Fire Services (Emergency Provisions) (NI) Act 1942 as the National Fire Service (Northern Ireland).
On 1 January 1948, the Fire Services Act (Northern Ireland) 1947 came into effect. This provided for the establishment of four brigades in the province:
Belfast Fire Brigade
Northern Fire Authority, based in Ballymena
Southern Fire Authority, based in Portadown
Western Fire Authority, based in Derry
The three regional brigades were short-lived and on 1 January 1950 they were amalgamated into the Northern Ireland Fire Authority.
In 1973, the Belfast Fire Brigade and NIFA were amalgamated into a single Fire Authority for Northern Ireland.
On 1 July 2006, the fire authority was replaced with a Northern Ireland Fire and Rescue Service Board, with the brigade adopting the title Northern Ireland Fire and Rescue Service.[13]
Fire Service in the UK
Local Government Acts
Salvage Corps
Women in firefighting
History of law enforcement in the United Kingdom
Fire insurance mark
His Majesties Government (1947). Fire Services Act 1947. HMSO.
Various. A History of the British Fire Service. Fire Service College Library, Moreton in Marsh.
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Fire Ed for Foundation
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Fire Ed for Foundation
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https://www.frv.vic.gov.au/fire-ed-foundation
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Teachers are asked to read the ‘Our Big Book of Helpers’ e-book with their students and provide them with the accompanying worksheets to prepare them for Stage 2 - Firefighter First Visit of the Fire Ed for Foundation program.
Our Big Book of Helpers E-book
This e-book has been specifically written for class use to prepare the students for the Firefighter First Visit.
This picture book and accompanying worksheets promote young children’s awareness that firefighters are an integral part of their community as community helpers.
Our Big Book of Helpers Worksheets
Additional Information to assist firefighters
Students who have been impacted by a house fire or bushfire may be distressed by discussions of fire safety. In the Foundation Family Fire Safety Information parents and caregivers have been asked to discuss their child’s needs with you so that firefighters may be made aware of this and take it into account during the Firefighter Visits.
Also, please inform firefighters if any students in your class are living with disabilities and may require additional consideration during their visits.
Foundation Family Fire Safety Information
In the week prior to the Firefighter First Visit to the school, teachers are asked to send Family Fire Safety Information home to all families:
This information should be copied for inclusion in year level / class and school newsletters, e-mails, social media or any other form of communication between the school and its community.
It contains:
information about the Fire Ed for Foundation program
home fire safety information
Family Survey
Fire Rescue Victoria would greatly appreciate feedback on your child’s experience of the Fire Ed for Foundation program.
Your feedback will assist FRV to improve our education programs.
When your child’s class has completed the program please take a few minutes to complete this brief online survey:
Fire Ed for Foundation Family Survey
The second stage of the FRV Fire Ed for Foundation program is a visit to the school by career firefighters from your local FRV fire station.
Stage 1 - Preparing for the Firefighter Visits must be completed by teachers prior to the Firefighter First Visit.
During this incursion firefighters will provide a 45 minute interactive presentation introducing the following messages:
Firefighters are Helpers
Good fires and bad fires
Crawl Low in Smoke
Safe Meeting Place
What is an Emergency? 000 (Triple Zero)
To request the Firefighter First Visit and Firefighter Second Visit for your Foundation class as part of the FRV Fire Ed for Foundation program,please fill out the form below.
Click here to view form.
These Classroom and Family Activities should be completed by students after Stage 2 – Firefighter First Visit and prior to Stage 4 – Firefighter Second Visit.
Safe Meeting Place Worksheet
After the Firefighter First Visit, students should complete the Safe Meeting Place Worksheet and return it to school before the Firefighter Second Visit.
Teachers are asked to print a Safe Meeting Place Worksheet for each child to take home.
Students are asked to complete the worksheet with their families:
Each household should decide on a safe place to meet in the event of a fire in their home.
Students are asked to draw their home, their Safe Meeting Place and the people they live with on the worksheet.
Students should bring the worksheet to class for the Firefighter Second Visit. Firefighters will use these to reinforce home evacuation concepts.
If not previously sent home, Foundation Family Fire Safety Information should be sent home before Firefighter Second Visit
This information could be included in your class or school newsletter, e-mails, social media or any other form of communication between the school and its community.
It contains:
information about the Fire Ed for Foundation program
home fire safety information
Fire Safety Worksheets
Teachers are asked to use this series of Fire Safety Worksheets in class to reinforce the concepts taught during the firefighter visits.
The fourth and final stage of the program is a second visit to the school by career firefighters from your local FRV fire station.
Stage 1 - Preparing for the Firefighter Visits
Stage 2 - Firefighter First Visit
Stage 3 - Classroom and Family Activities
Stages 1-3 must be completed by teachers prior to the Firefighter Second Visit.
During this second incursion firefighters will provide a 45 minute interactive presentation introducing the following messages:
revision of Firefighter First Visit concepts
observation and discussion of the students’ Safe Meeting Place Worksheets
introduction to the concept: Stop Drop Cover Roll (what to do if your clothes catch fire)
a visit to the fire truck
To request the Firefighter First Visit and Firefighter Second Visit for your Foundation class as part of the FRV Fire Ed for Foundation program, please fill out the form below.
Click here to view form.
The Fire Ed for Foundation program assists Foundation students to demonstrate an understanding of:
Firefighters’ roles within the community (Firefighters are Helpers)
The difference between a safe fire and an unsafe fire (‘Good Fires, Bad Fires’)
The purpose of and safe response to a smoke alarm
The safest method to exit a smoky environment (‘Crawl Down Low and Go, Go, Go’)
Evacuation from the home in case of fire (Safe Meeting Place)
Differences between mishaps and emergencies (What is an emergency?)
Calling for emergency assistance using a telephone (Zero, Zero, Zero)
The appropriate action to take if clothing catches fire (‘Stop Drop Cover Roll’)
For Foundation students to express confidence in firefighters and their roles in the community by:
Displaying confident behaviour around firefighters wearing uniform and breathing apparatus
Communicating positive feedback of firefighters to parents and caregivers
Communicating positive feedback of the program to parents and caregivers
Fire Ed for Foundation is aligned to the Foundation Victorian Curriculum
This curriculum mapping grid identifies the extent of curriculum coverage for each Fire Ed for Foundation program activity.
The program could be integrated into a literacy block, a Health & Physical Education or Personal & Social Capability unit or used as a standalone unit of work.
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CCOHS: Fire Fighter
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What should I know before reading about this occupation? This profile summarizes the common issues and duties for fire fighters.
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Fire Fighter
On this page
What should I know before reading about this occupation?
What, briefly, does a fire fighter do?
What are some health and safety hazards associated with being a fire fighter?
Are there any long-term health effects of being a fire fighter?
What are some general safe work practices to know?
Where can I get more information?
What should I know before reading about this occupation?
Back to top
This profile summarizes the common issues and duties for fire fighters. Fire fighters may be called to any number of settings or workplaces. It is impossible to predict all of the possible hazards a fire fighter may encounter. The demands of fire fighting can be sporadic and unpredictable with intermittent periods of intense physical and psychological stress. This summary focuses on the major job duties that most fire fighters (those fighting primarily structural fires) would have in common.
What, briefly, does a fire fighter do?
Back to top
Main duties of a fire fighter include:
Respond to fire alarms, incidents (automobile, industrial, aviation, etc.), building collapses, acts of nature (tornadoes, floods, etc.) and other emergencies.
Rescue victims.
Control fire using various equipment and methods (axes, water, chemical extinguishers, ladders, vehicles, boats, etc.).
Provide first aid.
Provide safety education to the public.
Specialized teams may be organized to respond to emergencies involving specific hazardous products or situations.
What are some health and safety hazards associated with being a fire fighter?
Back to top
While helping victims, there is possible exposure to contagious and infectious diseases including blood borne diseases such as AIDS, hepatitis B and C.
Exposure to various combustion products. The toxicity of the smoke depends greatly on the fuel (the materials or chemicals being burnt), the heat of the fire, and how much oxygen is available for combustion. Common combustion products include:
fine particulate matter
carbon monoxide
carbon dioxide
nitrogen oxides
sulfur oxides
volatile organic compounds
formaldehyde
Oxygen depletion - Hypoxia (the condition caused by little or no oxygen in the air) can result in a loss of physical performance, confusion, and inability to escape.
Exposure to other chemicals, products, pharmaceuticals and medicines, including opioids.
Working with compressed gases (e.g., self-contained breathing apparatus)
Situations where physical demands involve very strenuous work, force, repetition, awkward postures and prolonged activities, often under extreme conditions, including:
overexertion (reaching, carrying, etc.) and other risk factors for work-related musculoskeletal disorders .
walking or standing for long periods of time.
lifting.
Wearing heavy equipment, self-contained breathing apparatus (SCBA), and personal protective equipment which may require more effort to perform the same tasks.
Heat stress
Excessive noise levels
Ultraviolet radiation
Extreme temperatures (both cold and heat)
Extreme working conditions
Danger of driving at high speeds, often in difficult traffic or weather condition
When responding to a fire emergency, there are many situations (e.g., the fire itself structures breaking, unstable floors and falling objects), where there is a risk of injury.
Fires can also create dangerous situations such as:
Sudden ignition of products creating flashover.
Backdraft where air is introduced to an area that is superheated and oxygen starved.
Working on ladders
Falls from heights
Slips, trips and falls
Risk of injury from the various locations where fire department may be called to: explosion, unstable structures and surfaces, falling objects; or working at heights or near traffic, water, confined spaces, large crowds, violent situations, etc.
Working with chainsaws or similar equipment
Exposure to serious traumatic events (or consequence of the event) resulting in stress or post-traumatic stress disorder
Work shifts or extended work days
Fatigue
Workplace violence or harassment, and harassment from the public
Are there any long-term health effects of being a fire fighter?
Back to top
The International Agency for Research on Cancer (IARC) has evaluated the carcinogenicity of occupational exposure of a firefighter as carcinogenic to humans (Group 1) based on sufficient evidence for cancer in humans. IARC concluded that there was:
sufficient evidence for the following cancer types: mesothelioma and bladder cancer.
limited evidence for the following cancer types: colon cancer, prostate cancer, testicular cancer, melanoma of the skin, and non-Hodgkin lymphoma
Fire fighters also develop:
back injuries and other strains.
diseases such as AIDS and hepatitis.
cardiovascular disease due to a multitude of toxic substances when fighting a fire. For example, carbon monoxide exposure is directly linked with cardiac toxicity.
What are some general safe work practices to know?
Back to top
Fire fighters will need to know:
the correct routine practices procedures to prevent blood borne pathogen infection. (e.g., AIDS, hepatitis B and C).
hand washing and routine practices
proper selection, use, maintenance and storage of personal protective equipment (PPE), where appropriate.
selection of footwear.
prevention of needlestick injuries.
manual material handling (lifting) techniques.
information about shiftwork.
how to work alone (general information) and working alone with patients.
working safely on ladders.
how to work safety with compressed gases.
All workers should:
follow company safety rules.
know about WHMIS and SDSs.
know your hazard reporting procedures.
follow good housekeeping procedures.
Where can I get more information?
Back to top
Because of the wide variety of situations where a fire fighter may work, and the vast range of activities done and materials encountered, all situations cannot be covered in this document.
NOTE: If you have health concerns, ask your doctor or medical professional for advice.
If you have any questions or concerns about your specific workplace, you can ask one or more of the following for help:
your health and safety committee or representative.
your union.
your safety department.
your supervisor or manager.
check with your local library.
your local government department responsible for health and safety.
General information is available in OSH Answers or through the CCOHS person-to-person Inquiries Service.
Fact sheet last revised: 2022-09-29
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https://targetjobs.co.uk/careers-advice/job-descriptions/firefighter-job-description
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Firefighter: job description
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[
""
] | null |
[
"targetjobs"
] |
2012-06-29T09:50:24+00:00
|
Firefighters help to protect the public in an emergency and often risk life and limb. Find out how to get into this career that really makes a difference.
|
en
|
/targetjobs/apple-icon-57x57.png
|
targetjobs
|
https://targetjobs.co.uk/careers-advice/job-descriptions/firefighter-job-description
|
What does a firefighter do? Typical employers | Qualifications and training | Key skills
Full-time firefighters help protect the public in emergency situations. They respond to a wide variety of calls: as well as fires, they assist at car crashes, chemical spills, flooding and water rescue.
In addition to attending emergency call-outs, the job involves:
using sophisticated firefighting and rescue equipment
inspecting and maintaining equipment between uses
promoting fire safety through talks, advice and training sessions
inspecting building for fire safety and enforcing safety standards
performing practice drills
working with police and ambulance service personnel
undertaking physical and academic training.
There are two main divisions of firefighter: full-time professional firefighters and retained firefighters. Apart from training, retained firefighters only attend the fire station during call-outs and usually have another full-time job. They're employed in rural areas and must live or work within five minutes of the station.
24-hour shift work is a standard requirement of the job. The work can be stressful and dangerous but there is a great deal of job satisfaction to be gained from providing such a valuable service to the community.
Typical employers of firefighters
Local authority fire services
Airports and ports
The Armed Forces
A small number of industrial organisations, such as those in the chemical, nuclear, gas and oil industries
Individual fire and rescue services advertise vacancies as they arise: look for them on fire services' websites and on social media. Senior roles are advertised on specialist industry websites and in the national press.
Qualifications and training required
You can become a firefighter both with or without a degree. You don't need specific academic qualifications to join, although health and safety qualifications and specialist management training could help, as might a more vocational degree focused on fire and rescue. Emergency service work experience may also be beneficial.
Why extracurricular activities will help you get hired
Training is an essential part of the work. New firefighters start with an intensive training period that's followed by an ongoing learning and development programme. You'll need to meet a fitness standard to be hired, and you'll also need to maintain a standard of fitness in the role.
Key skills for firefighters
There are national minimum entrance requirements for firefighters: you need to be at least 17 and a half by the time of application, for example. Other essential qualities and skills include:
|
||||
3740
|
dbpedia
|
1
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https://www.britannica.com/technology/firefighting
|
en
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Firefighting | Firefighting Equipment, Safety Protocols & Tactics
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[
"firefighting",
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"britannica",
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[
"The Editors of Encyclopaedia Britannica"
] |
1998-07-20T00:00:00+00:00
|
Firefighting, activity directed at limiting the spread of fire and extinguishing it, particularly as performed by members of organizations (fire services or fire departments) trained for the purpose. When it is possible, firefighters rescue persons endangered by the fire, if necessary, before
|
en
|
/favicon.png
|
Encyclopedia Britannica
|
https://www.britannica.com/technology/firefighting
|
firefighting
firefighting, activity directed at limiting the spread of fire and extinguishing it, particularly as performed by members of organizations (fire services or fire departments) trained for the purpose. When it is possible, firefighters rescue persons endangered by the fire, if necessary, before turning their full attention to putting it out.
Firefighters, skilled in the use of specific equipment, proceed as rapidly as possible to the site of the fire; in most urban areas, fire stations housing a company of firefighters and their equipment occur frequently enough that an alarm receives a response within two or three minutes. Most fire services in towns inhabited by 5,000 persons or more will dispatch an engine company (pumper), a truck company (ladder truck), and a rescue vehicle to the scene. If the fire involves a structure occupied by many persons, two or more companies may respond to the first alarm. The first firefighters arriving will assess the fire to determine the techniques to be used in putting it out, taking into account the construction of the burning building and any fire protection systems within it.
Systematic firefighting involves four steps: protection of currently uninvolved buildings and areas; confinement of the fire; ventilation of the building; and extinguishment of the fire. Pathways by which the fire could spread are closed off, and the leading edge of the flame is controlled by the application of water or other cooling agents. Openings are made to permit the escape of toxic combustion products and hot air; this step (ventilation) must be conducted with keen judgment so as to permit the firefighters access to the fire without causing its intensification or risking a smoke explosion (the result of admitting fresh air to a space in which a high concentration of unburned fuel particles is present in a hot, oxygen-depleted atmosphere).
The final stage of fighting a fire is extinguishment. The firefighting force uses water streams mixed with appropriate extinguishing agents to quench the remaining flames. When this is accomplished, the firefighters initiate salvage of the structure by removing smoke and water from the interior and protecting undamaged materials.
This article was most recently revised and updated by Robert Lewis.
|
||||
3740
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dbpedia
|
0
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https://www.prcity.com/198/Fire-and-Emergency-Services
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en
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Paso Robles Fire and Emergency Services
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https://www.prcity.com/images/favicon.ico
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The Fire and Emergency Services Department provides a variety of services to the community including fire suppression, emergency medical services, rescue, hazardous materials and other emergency responses.
|
en
|
/images/favicon.ico
| null |
Department History
Paso Robles Fire and Emergency Services (PRFES) has existed since the early 1890’s as a volunteer fire department. In the early 1990’s the department transitioned to a combination fire department, employing both volunteer and career firefighters. In 2003, the department transitioned to a full-time career department.
PRFES service area includes 19.9 square miles, and we also provide automatic and mutual aid to other fire agencies within San Luis Obispo County. PRFES provides a variety of response services, including structural and wildland fire suppression, advanced life support paramedic level emergency medical care, and entrapment extrication. PRFES provides technical rescue services including high-angle, trench, swift-water, and confined space. Finally, PRFES provides fully capable hazardous materials emergency response in conjunction with the San Luis Obispo County Regional Hazardous Materials Team.
9-1-1 calls are answered by the Paso Robles Police Department as the public safety answering point. Requests for ambulance services are transferred to the San Luis Obispo County Sherriff’s Office (MEDCOM), a multi-agency public safety dispatch center.
There are 37 full-time personnel involved in delivering services to the jurisdiction. Administration staff consists of the Fire Chief and Administrative Assistant. The Community Risk Reduction Division includes one Fire Marshal and one Fire Prevention Specialist. The Operations Division consists of three Battalion Chiefs and 30 Firefighters.
Staffing coverage for emergency response is through the use of career firefighters on a 48-hour shift. For immediate response, no less than three paramedic fire engines are staffed, and nine firefighters are on-duty at all times. Currently, emergency resources respond out of two fire stations with a third fire station expected to be constructed by early 2022.
The total fire department general fund budget for FY 2021/2022 is $8.0 million. The fire department’s operating funds are supplemented primarily from sales taxes, Measure J-20, transient occupancy tax (TOT) and property taxes. The fire department also receives funds from service and permit fees.
|
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3740
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dbpedia
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2
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|
https://www.orlando.gov/Our-Government/Departments-Offices/Orlando-Fire-Department
|
en
|
Orlando Fire Department
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The mission of the Orlando Fire Department is to protect the lives and property of Orlando Citizens.
|
en
|
/files/ocfavicon/Public/apple-touch-icon.png?V=636546419712297296
|
https://www.orlando.gov/Our-Government/Departments-Offices/Orlando-Fire-Department
|
Orlando Fire Department provides exemplary care to the citizens of Orlando through treatment and transport of those patients with illnesses and injuries. All of our firefighters are certified EMTs or Paramedics. In 2015, the Orlando Fire Department responded to more than 60,000 emergency incidents ranging from fires and emergency medical calls to rescue and other emergency-type incidents. Of those, 60,000 calls more than 20,000 were medical transports.
The Fire Life Safety Division's mission is to ensure the reduction of injuries through fire plan review, fire inspections of all commercial buildings, code enforcement and education. Services provided:
Fire prevention inspections
Permit issuance
Certificate of occupancy inspections for new and existing businesses
Investigation of fire-hazard complaints that require code enforcement action or referral
Fire safety demonstrations
Fire safety code consultation and compliance
Evaluation of requests for variances to the City of Orlando Fire Code
Business self-inspections
Fire watch
You can contact the Fire Life Safety Division at 407.246.2386 or ofdfiremarshal@orlando.gov
Hazmat
Hazmat is assigned to E101, Hazmat 1, Rescue 1 Tower 7, Tower 8 and Tower 9. Crews are activated for incidents determined to have a need for on-site HazMat monitoring, detection and response.
Technical Rescue Team
The Technical Rescue Team (TRT) began in 1986 as the High Angle Rescue Team. It has expanded to include:
Confined space rescue
Collapse rescue
Trench rescue
Vehicle/machine rescue
Each team overlaps the others in specialized training, skill requirements and similar equipment requirements. The TRT members are responsible for the rescue people in locations that require the use of specialized skills and equipment to reach and remove them to safety. Team members include personnel from:
Tower 1
Tower 10
Tower 11
Heavy Rescue 1
Dive and Rescue Team
The Dive and Rescue Team was established in 1946. It consists of 38 specially trained divers who respond to various types of water incidents, from emergency responses to evidence recovery. All members are certified dive rescue specialists.
|
|||||
3740
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dbpedia
|
0
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https://www.villageofgraftonwi.gov/509/Fire-Department
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en
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Grafton, WI - Official Website
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| null |
Department Info
The Grafton Fire Department is a full-service fire, rescue and EMS department that primarily responds to emergencies in the Village and Town of Grafton (WI). We respond 24 hours a day, 7 days a week. We operate out of a single station and are dispatched by the Ozaukee County Sheriff's Dispatch Center to over 2,000 calls annually.
Staffing Information
Full-time administrative & response staff include the Fire Chief, Assistant Chief and Captain. In addition, six full-time Firefighter/Paramedics and approximately 50 dedicated part-time & paid-on-call individuals with a wide-range of certifications and experience rotate on-duty hours.
On a daily basis, the station is staffed by two full-time Firefighter/Paramedics working 24 hour shifts. They are supplemented on weekdays with two part-time Firefighter / Emergency Medical Technicians (EMTs) or Paramedics at the station. If additional help is needed, or additional calls come in, members of the Paid-on-Call staff respond. Evenings and weekends are handled by our full-time and Paid-on-Call staff.
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https://www.localgovjamaica.gov.jm/local_govt_entity/jamaica-fire-brigade/
|
en
|
Jamaica Fire Brigade – Ministry of Local Government & Community Development
|
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[] |
[
""
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en
|
https://www.localgovjamaica.gov.jm/local_govt_entity/jamaica-fire-brigade/
|
The Jamaica Fire Brigade is a statutory body within the Office of the Prime Minister – Department of Local Government. Its central administration is headed by a Board of Directors which sets broad policy guidelines implemented by a Commissioner in whom is vested the operational command and the day-to-day running of the Brigade.
The role of the Jamaica Fire Brigade is to protect life and property from fire or other disasters within the Island and its territorial seas. This role translates into the specific duties of:
1. Extinguishing fires.
2. Protecting life and property endangered by fire or other disasters.
3. Obtaining information with regard to potential risks from fire or other disasters.
4. Inspecting buildings to ensure that reasonable steps are taken for the prevention of fire and for protection against the dangers of fire or other disasters.
5. Making arrangements to ensure that reasonable steps are taken to prevent or mitigate loss or injury arising from fire or other disasters.
6. Rendering pre-hospital emergency medical care and/or treatment to ill or injured persons and transporting them to recognized medical institutions.
7. Carrying out other functions for the purpose of preventing or mitigating risks or danger to life and property as the Minister may, by order, require the Fire Brigade to undertake from time to time.
For carrying out its functions the Brigade is broadly divided into two branches. An Operations Branch and an Administrative Branch, each headed by a Deputy Commissioner.
The Deputy Commissioner in charge of Operations has overall responsibility for the four (4) “Areas” which carry out the major responsibilities of the Brigade in firefighting and rescue operations islandwide. Headed by Assistant Commissioners, these Areas are drawn up along geographic lines for administrative and operational purposes. The Areas are further sub-divided into thirteen (13) Divisions which conform to parish boundaries. Presently there are thirty-three (33) Fire Stations spread islandwide throughout the Divisions. These are served by a fleet of ninety-one (91) operational (firefighting and rescue) vehicles and fifty-eight (58) utility vehicles. There are also three (03) Fire Boats, one each assigned to the harbours in Kingston,Montego Bay and Ocho Rios. The Fire Prevention and Public Relations Division and the Emergency Medical Service (EMS) also fall under the Operations Branch of the Brigade providing fire prevention services and emergency medical rescue (Paramedic) services.
The Deputy Commissioner in charge of Administration has overall responsibility for the six (6) Departments which provide administrative support services to all areas of the Brigade. These support services are provided through the Brigade Stores, the Accounts, Communications, Personnel and Training Departments. There is also a General Maintenance Department which comprises the Brigade Workshop, the Transport and Fleet Management, Building Maintenance and Equipment Maintenance Sections.
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3740
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dbpedia
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0
| 39
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https://www.alvin-tx.gov/215/Fire-Department
|
en
|
Fire Department
|
https://www.alvin-tx.gov/images/favicon.ico
|
https://www.alvin-tx.gov/images/favicon.ico
|
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[
""
] | null |
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The function of the Alvin Volunteer Fire Department, originally formed in 1898, is to protect life, property, and to respond to other emergencies that might arise in the community through public education, management, and incident response while also participating in most local service projects.
|
en
|
/images/favicon.ico
| null |
Public Education
We offer public education in the following:
Fire Prevention
Fire Education
School Safety
Community Events
We host various community events throughout the year.
Fire Prevention Open House
The fire department holds a Fire Prevention Open House each year. At this event, you may take a tour of the fire department and look and climb on board the trucks. They also train children and adults on fire prevention and fire escape if you should have a fire in your home. The open house is held in October. Come out and meet Sparky and learn some valuable information that could save your life.
Christmas Open House
We also have a Christmas Open House which is scheduled the Friday and Saturday before Christmas. Come and meet the firefighters and get your picture taken with Santa and Mrs. Santa at our Christmas Open House.
Volunteers & Recruitment
Have you ever wanted to get involved and make a difference by helping your neighbors and friends? Have you ever considered learning to be a firefighter? Did you know that the Alvin Volunteer Fire Department has one of the most active departments in Brazoria County? In addition, the firefighters provide protection to 100 square miles, responding from their homes, school, or work. According to Fire Chief Kendall Hunting, it is the desire to recruit citizens to supplement the fire department membership.
Our strength lies in our people. Our people have accepted the challenges that face our community on a daily basis. Will you join us?
Who are the members of a fire department? Many are new residents looking for a way to become involved in their community. Others are long time Alvin residents who have been involved for years!
Not sure if you will fit in? Think again! You may be surprised to learn that Alvin Volunteer Fire Department members are:
Homemakers
Engineers
College students
Truck drivers
Managers
Salespersons
Mail carriers
...and almost any other profession you can think of.
The fire department is not just for men. Women have served in many capacities from firefighting to driving fire trucks. If you are interested in this opportunity and live in Alvin or in the surrounding area, you are invited to apply as a member at Fire Station Number 1 at 801 East South Street, by calling 281-331-7688, or by emailing Dixie Hughes or Kendall Hunting. Joining the Alvin Volunteer Fire Department has proved to be an extremely rewarding experience for those who belong! The Alvin Volunteer Fire Department is looking for a few good men and women. It is never too late to get involved and make a difference!
Training is held every Tuesday night from 8 pm to 10 pm. Office Hours are Monday through Thursday 7 am to 6 pm
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3740
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dbpedia
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2
| 36
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https://www.slc.gov/fire/types-of-firefighting-careers/
|
en
|
Types of Firefighting Jobs
|
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Fire Department
|
en
|
https://www.slc.gov/fire/types-of-firefighting-careers/
|
Firefighters serve the public. They keep people and property safe from fire. Firefighters respond to medical calls as well as fire calls. They help people learn about ways to prevent fires. Firefighters stay in shape, so they are fit enough to do their job. They follow orders, obey laws and risk their lives to do their jobs.
But did you know that within the firefighter community and job, there are a lot of roles that firefighters accomplish? Salt Lake City Fire impacts the city in many positive ways, some in ways not as well known. We’d like to introduce you to some of the positions staffed by capable and responsible firefighters within SLC Fire.
Fire Captain
Public Information Officer
Inspectors
Inspectors: Salt Lake City uses Fire Inspectors to visit buildings within the city to check to see that they are safe and are operating safely. If they identify a problem, the inspector works with the building owners to fix the problem to make it safe for everyone. Fire Inspectors are sometimes firefighters or sometimes they are civilians.
Investigators
Investigators: Salt Lake City uses Fire Investigators to determine the cause of fires that happen within the city. In Salt Lake City, our Fire Investigators also help other cities to determine causes of fires that happen within their cities. Fire Investigators are a special type of firefighter who has also received some police training. One special investigator is an arson dog. Fire Investigators help firefighters to be safe in unsafe situations.
Heavy Rescue
Heavy Rescue Technicians are firefighters who are trained to rescue people in special situations. Heavy rescue technicians learn how to rappel from buildings so they can rescue people from heights, but they also learn how to maneuver in tight or confined spaces, so they can perform rescues there too.
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3740
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dbpedia
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2
| 61
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https://lafd.org/about/about-lafd/apparatus
|
en
|
Los Angeles Fire Department
|
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[
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[] | null |
en
|
/sites/default/files/android-chrome-512x512.png
|
https://lafd.org/about/about-lafd/apparatus
|
The Los Angeles Fire Department's Command Teams are able to move anywhere in the city rapidly (and safely) via their mobile command post sedans. Major emergencies may require the use of the department's mobile command post rigs.
Division Commander Sedan
These are similar in terms of equipment and setup to Battalion Sedans. Traditionally, these sedans have been staffed by an Assistant Chief responsible for one of the city's fire protection divisions, and a "command team" Staff Assistant. Together, the command team is responsible for the administrative and fire/emergency suppression requirements of a large geographic region of the City of Los Angeles.
When a fire requires multiple additional requests for resources, a Division Chief may head into any region of the City of Los Angeles to provide command and control supervision.
Battalion Commander Sedan
Each Battalion Chief in the LAFD is responsible for a group of fire stations in a geographic area, typically 20 - 30 square miles in size. There are between five and eight fire stations in a Battalion. The Battalion Chief is responsible for fire/emergency suppression/mitigation within his/her Battalion. A "command team" Staff Assistant supports the B/C with critical tracking and resource management functions at any emergency.
Command Apparatus
The apparatus is used for major incidents within the City of Los Angeles or on request at a unified command post when collaborating with other departments and agencies. The Command Trailers include a wide array of equipment used for planning, communications, and incident management. An Incident Commander (IC) will typically be the person managing a mobile facility such as this.
The core series of emergency resources for the LAFD involve fire and life safety rescue apparatus. When fire, earthquake, traffic accidents, or other emergencies occur, the Department's fire and rescue resources are called into action. The above image is of one of the Department's Urban Search & Rescue apparatus.
LAFD Triple Combination Fire Engine
LAFD Engine Company - all LAFD Engines are Triple Combination apparatus, meaning they can pump water, carry hose, and have a water tank. Commonly called, "triples" by firefighters, these powerful fire engines are the core of the city's fire defense system. LAFD engines are designed specifically for the diverse needs of the City of Los Angeles. They are housed in single engine fire stations, as well as at task force stations with companion truck companies. This example is a brand new 2010 KME, one of a series of new KME apparatus, designed and built exclusively for the LAFD. These KME triples are unlike any built for other agencies, including but not limited to the LAcFD. Special features include 4-wheel disc brakes, a brush box (for wildfire equipment) that is built in to the unit (rather than sitting on top, creating more drag and reducing fuel efficiency), and advanced lighting and monitor controls.
LAFD Truck Company
The LAFD operates a number of Aerial Ladder Fire Engines - called "Truck Companies" in LA firefighter jargon. However, these powerful apparatus are rarely assigned to run on their own. Typically, a Truck Company runs with a single Engine in a configuration called a "Light Force." Or, when running with two engines, the term "Task Force" is used. The Task Force concept was developed during the Watts Riots in 1965 as a way for firefighters to have flexibility in the jobs they performed. Today, the Task Force and Light Force concepts continue to have merit, but their role may evolve as the department continues to find new methods of operating efficiently and effectively.
LAFD Task Force
The Task Force concept was developed during the Watts Riots in 1965. Essentially, a group of fire apparatus run together to incidents, thereby allowing the firefighters to be flexible relative to addressing the emergency they've been called to. When a Truck runs with one engine, it is referred to as a Light Force. A Light Force is used for a wide array of emergencies, ranging from structure fires to traffic accidents, to cardiac arrest (manpower is very important for heart-related emergencies). Firefighters rotate from position to position, so they are familiar with every "spot" on every rig and the related job descriptions and requirements. The role of the task force may evolve further, as the LAFD seeks to improve its ability to respond effectively to any type of incident.
LAFD Urban Search and Rescue
This rig is commonly called a U-SAR which is short for Urban Search and Rescue. There are US&R rigs stationed strategically around the City of Los Angeles. These apparatus are critical assets during an earthquake, a train or aircraft accident, or in any situation where people may be trapped. Common uses are for rescue work in trench collapses and significant traffic accidents. A US&R is essentially a huge toolbox operated by "US&R Certified" firefighters. The US&R mission is in alignment with FEMA's rescue initiatives as well. Every week, firefighters examine and refit every single US&R in the city.
HazMat Apparatus
In the event of a chemical or dangerous toxin emergencies, or a bomb threat, the LAFD will dispatch a HazMat apparatus. Strategically stationed around the City of Los Angeles, these specialized firefighting rigs are an essential component of every L.A. resident's safety.
LAFD Heavy Rescue
The LAFD operates this specialized tow-truck as a "Heavy Rescue" out of Fire Station 56 in the LA community of Silverlake. This mammoth apparatus is useful in a wide variety of situations, including but not limited to righting overturned big rigs, pulling crushed vehicles apart, and lifting heavy objects. One of the things the firefighters who operate the Heavy-U (the rig used to be called a Heavy Utility), is their district. "What's my first-in district?" a firefighter from 56s asks. "What is it?" you reply. He smiles and says, "the city."
LAFD Airport Crash Rig
This is one of the very specialized apparatus stationed at airports in Los Angeles. Originally called "Crash Rigs," these fire engines are specifically designed to quickly suppress fire in the event of an aircraft accident. These examples are stationed at FS114 at Van Nuys Airport. Today, fire suppression apparatus are referred to as ARFF rigs, or Aircraft Rescue Firefighting apparatus. Before any LAFD members can join an ARFF company, they must successfully complete training in ARFF practices that meet OSFM and National Fire Protection Association (NFPA) 1003, Standard for Airport Fire Fighter Professional Qualifications.
LAFD Fire Boat
LAFD Fireboat #2 - the Warner L. Lawrence. Named for one of the department's most innovative officers, Fireboat #2 is one of the largest and most technologically advanced fireboats in the world. It is an omni-directional vessel driven by two Voith Schneider Propellers type 26 GII/165-AE 45. The Warner Lawrence has the capability to pump up to 38,000 US gallons per minute (2.397 m3/s) up to 400 feet (121.9 m) in the air. It's hull design is based on that of a tug boat, but there are very few tug boats in the world that can compete the Fireboat #2!
Swift Water Rescue
More than just apparatus, the LAFD's Swift Water Rescue Team is a combination of firefighters with special training and their specialized gear. They are dispatched to floods, or situations where a person (or animal) is trapped in rushing water. Although the LA River that runs through Los Angeles is often just a trickle of water through a concrete culvert, it does occasionally fill with rapidly moving water and as such, presents a serious life hazard to people and pets. The Swift Water Rescue Team uses boats, floats and jet skis along with other gear to help rescue people and animals.
LAFD Helicopter
Air Operations - the LAFD operates a top-flight Air Operations Unit at Fire Station 114 adjacent to Van Nuys Airport. The flight line typically has seven helicopters ready for deployment as both air ambulance and fire attack resources. This is an example of one of the newer ships in the fleet - an AW139. Its Pratt & Whitney Canada PT6C-67C turbines, together with a state-of-the-art 5-bladed main rotor, deliver a high cruise speed even in demanding conditions at all weights. They deliver an outstanding power to weight ratio, which allows Category “A” performance capabilities with no limitations in a wide range of operating conditions including ‘hot and high’. Leading edge technology includes a Honeywell Primus Epic fully integrated avionics system, a 4-axis digital AFCS and large flat panel colour displays in the cockpit. As a result of the new design approach the AW139 uses fewer components, benefits from integrated avionics and provides easy accessibility to all systems for simplified maintenance tasks. The LAFD's examples are designed for both air ambulance and fire suppression roles. Note the 350 gallon water tank attached to the bottom of the airship.
LAFD Foam Apparatus
Foam Tender - this is one of the more unusual apparatus operated by the Los Angeles Fire Department. Using a specialized foam combined with water, this rig is extremely useful when suppressing fires that are resistant to traditional water-based operations.
Class A foams were developed in mid 1980s and were used when suppressing wildfires. Class A foams lower the surface tension of the water which assists in the wetting and saturation of Class A fuels with water. This aids fire suppression and can prevent reignition. Favorable experiences led to its acceptance for fighting other types of fires, including those that occur in vehicles and structures.
Class B foams are used for more dangerous fires, where the application of a Class A foam might trigger an unexpected result. Specifically, Class B foams are designed for flammable liquid fires, such as gasoline or jet fuel. Class A foams are not designed to contain the explosive vapors produced by flammable liquids. Class B foams have two major subtypes: Synthetic foams or Protein foams.
|
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3740
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dbpedia
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0
| 78
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https://oregon.public.law/rules/oar_437-002-0182
|
en
|
0182 – Oregon Rules for Fire Fighters
|
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[] | null |
(1) Scope and Application. These rules apply to public and private employers who engage in structural fire service activities, including emergency first…
|
en
|
https://oregon.public.law/rules/oar_437-002-0182
|
OAR 437-002-0182
Oregon Rules for Fire Fighters
(1)
Scope and Application. These rules apply to public and private employers who engage in structural fire service activities, including emergency first response.
Note: Employers subject to 437-002-0182 (Oregon Rules for Fire Fighters) must comply with provisions of other applicable Oregon OSHA safety and health rules.
(2)
Exceptions. These rules do not apply to the following firefighting activities:
(a)
Private industry fire brigades covered under 1910.156, Division 2/L, Fire Protection.
(b)
Forest and uncultivated wildland firefighting covered under Division 7/N, Wildland Fire Suppression and Prescribed Fire.
(c)
Marine firefighting and rescue covered under CFR title 33, Navigation and Navigable Waters.
(d)
Aircraft firefighting and rescue covered under CFR title 49, Transportation.
Note: Structural fire protection services who engage in activities listed under 437-002-0182 (Oregon Rules for Fire Fighters)(2)(a) through (d), must also comply with the applicable standard for the activity.
(3)
Definitions.
(a)
Aerial device — An aerial ladder, elevating platform, aerial ladder platform, or water tower that is designed to position personnel, handle materials, provide egress and discharge water.
(b)
ANSI — American National Standards Institute.
(c)
Apparatus — A mobile piece of firefighting equipment such as pumper, water tender, etc.
(d)
Certified — Attested or confirmed in a formal written statement, or someone or something officially recognized as possessing certain qualifications or meeting certain standards.
(e)
Confined space — A space that meets all of the following:
(A)
Large enough and so configured that an employee can fully enter the space and perform work; and
(B)
Has limited or restricted means for entry or exit (for example, tanks, vessels, silos, storage bins, hoppers, vaults, and pits are spaces that may have limited means of entry); and
(C)
Is not designed for continuous occupancy.
(f)
Designee — A person who has been officially chosen to do or be something.
(g)
DOT — Department of Transportation.
(h)
DPSST — Department of Public Safety Standards and Training.
(i)
Drill tower — A structure, which may or may not be attached to the station, that is over two stories high and primarily used for non-classroom firefighter training in fire service techniques.
(j)
Emergency incident — Any situation where a fire department delivers emergency services, rescue, fire suppression, medical treatment, and other forms of hazard control and mitigation.
(k)
Emergency scene — The site where the suppression of a fire or the emergency exists.
(l)
Enclosed structure — A structure with a roof or ceiling and at least two walls which may present fire hazards to employees, such as accumulations of smoke, toxic gases and heat, similar to those found in buildings.
(m)
Firefighter — A person involved in performing fire department duties and responsibilities, including fire suppression, who may be a career or volunteer member of a fire department and may occupy any position or rank within the fire department.
(n)
Fire ground — An emergency scene or location where firefighting or live fire training activities occur.
(o)
Fire training — Training received by firefighters to maintain proficiency in performing their assigned duties.
(p)
Hazardous material incident — The accidental release of hazardous materials from their containers.
(q)
Helmet — An element of the protective ensemble designed to provide minimum protection to the user’s head against impact, flying or falling objects, electric shock, penetration, heat, and flame.
(r)
Hose tower — A vertical structure where a hose is hung to dry.
(s)
IFSTA — International Fire Service Training Association.
(t)
IMS — Incident Management System. Also referred to as an Incident Command System (ICS).
(u)
Immediately dangerous to life or health (IDLH) —An atmosphere that poses an immediate threat to life, would cause irreversible adverse health effects, or would impair an individual’s ability to escape from a dangerous atmosphere.
(v)
Incipient stage fire — A fire which is in the initial or beginning stage and which can be controlled or extinguished by portable fire extinguishers, Class II standpipe or small hose systems without the need for protective clothing or breathing apparatus.
(w)
Interior structural firefighting — The physical activity of fire suppression, rescue or both, inside of buildings or enclosed structures which are involved in a fire situation beyond the incipient stage.
(x)
Live fire training — Any fire set within a structure, tank, pipe, pan, etc., under controlled conditions to facilitate firefighter training under actual fire conditions.
(y)
NFPA — National Fire Protection Association.
(z)
NIOSH — National Institute of Occupational Safety and Health.
(aa)
Private Industry Fire Brigades — A group of employees who are required to fight interior structural fires at their place of employment.
(bb)
Protective ensemble — The clothing and personal protective equipment worn to provide limited protection to the user’s head, body, and extremities from thermal, physical, chemical, and health hazards. Protective ensemble elements include firefighting coats and trousers, helmets, hoods, gloves, footwear, eye and face protection devices, and respirators.
(cc)
Qualified — Certified as being trained to perform a particular job or activity.
(dd)
Respirators:
(A)
Atmosphere-supplying respirator is a respirator that supplies the user with air from a source independent of the ambient atmosphere and includes supplied-air respirators (SARS) and self-contained breathing apparatus (SCBA) units.
(B)
Air-purifying respirator is a respirator with an air-purifying filter, cartridge, or canister that removes specific air contaminants by passing ambient air through the air-purifying element.
(C)
Positive pressure demand respirator is a respirator in which the pressure inside the respiratory inlet covering exceeds the ambient air pressure outside the respirator.
(D)
Pressure-demand respirator is a positive pressure atmosphere-supplying respirator that admits air to the facepiece when the positive pressure is reduced inside the facepiece by inhalation.
(E)
Self-Contained Breathing Apparatus SCBA is a self-contained breathing apparatus designed to provide the wearer with a supply of respirable air carried in and generated by the breathing apparatus. This apparatus requires no intake of oxygen from the outside atmosphere and can be designed to be a demand or pressure-demand type respirator.
(F)
Supplied-air respirator (SAR) or airline respirator is an atmosphere-supplying respirator for which the source of breathing air is not designed to be carried by the user.
(ee)
Responder — A certified person who has the responsibility to respond to an emergency incident.
(ff)
Station (Fire station) — Structure to house the fire service apparatus and personnel.
(gg)
Tailboard — Standing space at rear of a fire apparatus where firefighters stand to access and reload hose and/or equipment.
(hh)
Training — Instruction with hands-on practice in the operation of equipment, including respiratory protection equipment, that is expected to be used and in the performance of assigned duties.
(ii)
Warning light — A flashing or rotating light.
(4)
Organizational statement.
(a)
The employer must develop and implement a written statement or policy that includes basic organizational structure, basic functions of the organization, and type, amount, and frequency of training to be provided.
(b)
This statement must be made available for inspection by Oregon OSHA and by fire department employees or their designated representatives.
(5)
Personnel.
(a)
The employer must review and evaluate the physical capability of each firefighter annually to determine their ability to perform duties that may be assigned. The review and evaluation will be accomplished through physical examination, stress testing, or satisfactory performance demonstrated during the performance of their assigned duties.
(b)
The employer must not permit a firefighter with a known medical condition that would significantly impair their ability to engage in fire suppression activities at the emergency scene unless a physician’s certificate of the firefighter’s fitness to participate in such activities is provided to the employer. This will not limit the employer’s ability to assign firefighters to support activities (versus fire suppression activities).
(6)
Employer’s Responsibility.
(a)
Each employer must comply with the provisions of this Division to protect the life, safety, and health of employees.
(b)
It is the responsibility of the employer to establish and supervise:
(A)
A safe and healthful working environment, as it applies to nonemergency conditions or to emergency conditions at the scene after the incident has been terminated, as determined by the officer in charge.
(B)
Programs for training employees in the fundamentals of accident prevention.
(C)
A safe and healthful working environment as it applies to live fire training exercises.
(c)
The employer must maintain all equipment in a safe condition.
(d)
The employer must ensure that firefighters who participate in exempted firefighting activities listed under 437-002-0182 (Oregon Rules for Fire Fighters)(2) are properly trained, protected, clothed, and equipped for the known hazards of that particular emergency operation.
(7)
Employee’s Responsibility.
(a)
Each firefighter must comply with the requirements of 437-002-0182 (Oregon Rules for Fire Fighters) that are applicable to their own actions and conduct in the course of their employment.
(b)
Firefighters must notify the appropriate employer or safety committee representative of unsafe practices, equipment, or workplace conditions.
(c)
All firefighters, at regularly scheduled times, must attend required training and orientation programs designed to increase their competency in occupational safety and health.
(d)
Firefighters and other employees must apply the principles of accident prevention in their work. They must use all required safety devices and protective equipment.
(e)
Each firefighter must take proper care of their protective equipment.
(f)
Firefighters who are expected to perform firefighting operations must notify their employer when health conditions arise that will limit their capability of performing those duties.
(8)
Safety Committee.
(a)
Fire departments must have a separate safety committee or hold safety meetings according to the requirements of Division 1, 437-001-0765 (Safety Committees and Safety Meetings.), Safety Committees and Safety Meetings.
(b)
When applicable, the representation on the safety committee must include both career and volunteer firefighters.
(9)
Incident Management.
(a)
The employer must develop and implement written procedures for incident management that meets the requirement of NFPA 1561 (2008): Standard on Emergency Services Incident Management System.
(b)
These procedures must apply to all employees involved in emergency operations.
(c)
Each employee involved in emergency operations must be familiar with these procedures.
(10)
Accountability. The employer must develop and implement written procedures for a personnel accountability system that meets the requirement of NFPA 1561 (2008): Standard on Emergency Services Incident Management System.
(11)
Firefighting Education and Training.
(a)
The employer must develop and implement a policy for appropriately educating and training all department firefighting classifications (ranks) before they perform assigned duties.
(b)
Firefighters who participate in interior structural firefighting activities must be trained according to NFPA 1001 (2013): Standard for Fire Fighter Professional Qualifications (Fire Fighter I), or they must meet the training levels required under 437-002-0182 (Oregon Rules for Fire Fighters)(11)(c) and be under the direct supervision of a firefighter trained to NFPA Fire Fighter I or higher.
Note: Department of Public Safety Standards and Training (DPSST) certification for NFPA Fire Fighter I or higher satisfies the training requirement in 437-002-0182 (Oregon Rules for Fire Fighters)(11)(b) but is not required by these rules.
(c)
Firefighters who participate in live fire training in a structure, or only in structural firefighting activities not covered under 437-002-0182 (Oregon Rules for Fire Fighters)(11)(b), must be trained to meet the minimum job performance requirements for NFPA Fire Fighter I as prescribed by NFPA 1403 (2012): Standard on Live Fire Training Evolutions (Student Prerequisites).
(d)
All live fire training must be conducted following the requirements of NFPA 1403 (2012): Standard on Live Fire Training Evolutions, or Appendix A (Mandatory), Minimum Requirements for Live Fire Training, of this standard.
(e)
Live fire training must be conducted under the direction of the fire department’s training officer or employer authorized representative.
(12)
General Requirements for Protective Ensembles.
(a)
Protective ensembles must protect the user’s head, body, and extremities. Protective ensembles consist of the following elements: body protection; head protection; hand protection; foot and leg protection; eye and face protection; and respiratory protection.
Note: Employees must be protected from noise that exceeds the levels in Division 2/G, 1910.95, Occupational Noise Exposure.
(b)
The employer must provide employees all protective ensemble elements at no cost to employees. The employer must not allow employee-owned protective ensemble elements that do not comply with the requirements under 437-002-0182 (Oregon Rules for Fire Fighters)(13) through (18) to be used for structural firefighting. See Appendix B (Non-mandatory), General Information and Recommendations, of this standard.
(c)
Employees must wear all appropriate protective ensembles elements that meet the requirements under 437-002-0182 (Oregon Rules for Fire Fighters)(13) through (18) when engaged in interior structural firefighting.
(d)
In situations other than interior structural firefighting, employees must wear the appropriate protective ensemble elements for the known hazards of that particular emergency operation.
(13)
Body Protection. All structural firefighting coats and trousers must be at least equivalent to the requirements of NFPA 1971 (1991): Standard on Protective Clothing for Structural Fire Fighting. Structural firefighting coats and trousers purchased on or after July 1, 2016, must be at least equivalent to the requirements of NFPA 1971 (2013): Standard on Protective Ensemble for Structural Fire Fighting.
(14)
Head Protection.
(a)
All structural firefighting helmets must be at least equivalent to the requirements of NFPA 1971 (2000): Standard on Protective Ensemble for Structural Firefighting. Structural firefighting helmets purchased on or after July 1, 2016, must be at least equivalent to the requirements of NFPA 1971 (2013): Standard on Protective Ensemble for Structural Fire Fighting.
(b)
Structural firefighting helmets must consist of a rigid shell; an energy absorbing system; a retention system; florescent and retroreflective trim; ear covers; and either a faceshield or goggles, or both.
(c)
Use, care, alterations, and maintenance instructions for protective headgear must be supplied for each helmet.
(d)
Care, maintenance, and alteration of helmets must conform to the manufacturer’s recommendations.
(e)
During structural firefighting, helmet accessories designed to provide or maintain protection from health and safety hazards must be worn in the manufacturer’s recommended position. See Appendix B (Non-mandatory), General Information and Recommendations, of this standard.
(f)
All flame-resistant protective hoods must be at least equivalent to the requirements of NFPA 1971 (1997): Standard on Protective Ensembles for Structural Fire Fighting. Flame-resistant protective hoods purchased on or after July 1, 2016, must be at least equivalent to the requirements of NFPA 1971 (2013): Standard on Protective Ensemble for Structural Fire Fighting.
(g)
A flame-resistant protective hood that will not adversely affect the seal of a respirator facepiece must be worn during interior structural firefighting operations to protect the sides of the face and hair.
(15)
Hand Protection.
(a)
All structural firefighting hand protection must be at least equivalent to the requirements of NFPA 1973 (1988): Standard on Gloves for Structural Fire Fighting. Structural firefighting hand protection purchased on or after July 1, 2016, must be at least equivalent to the requirements of NFPA 1971 (2013): Standard on Protective Ensemble for Structural Fire Fighting.
(b)
Hand protection for structural firefighting activities must consist of protective gloves or glove system that will provide protection against cut, puncture, and heat penetration.
(16)
Foot and Leg Protection.
(a)
All structural firefighting protective footwear must be at least equivalent to the requirements of NFPA 1971 (1997): Standard on Protective Ensembles for Structural Fire Fighting. Structural firefighting protective footwear purchased on or after July 1, 2016, must be at least equivalent to the requirements of NFPA 1971 (2013): Standard on Protective Ensembles for Structural Fire Fighting.
(b)
Resoled firefighting footwear must comply with the applicable NFPA standard under 437-002-0182 (Oregon Rules for Fire Fighters)(16)(a).
Note: Employees using chain saws for non-firefighting activities must wear chaps or leg protectors in accordance with Division 2/I, 437-002-0134 (Personal Protective Equipment), Personal Protective Equipment.
(17)
Eye and Face Protection.
(a)
Face protection must be used where there is a reasonable probability of injury that can be prevented by such protection. When face protection does not protect the eyes from foreign objects, additional protection for the eyes must be used.
(b)
The employer must make available eye and face protection devices suitable for the work performed, and employees must use such protection devices as required by 437-002-0182 (Oregon Rules for Fire Fighters)(17)(a).
(c)
Protection devices that can be worn over corrective lenses must be available for employees who need them.
(d)
Eye and face protection devices worn by firefighters at the fire ground must comply with the following minimum requirements:
(A)
They must comply with any of the following consensus standards:
(i)
ANSI/ISEA Z87.1-2010, Occupational and Educational Personal Eye and Face Protection Devices;
(ii)
ANSI Z87.1-2003, American National Standard Practice for Occupational and Educational Eye and Face Protection; or
(iii)
ANSI Z87.1-1989 (R-1998), American National Standard Practice for Occupational and Educational Eye and Face Protection.
(B)
They must be reasonably comfortable when worn under the designated conditions.
(C)
They must be durable.
(D)
They must be capable of being disinfected.
(E)
They must be easy to clean.
(e)
Faceshields, when used, must be an integral part of the firefighting helmet and may be installed in a fixed position or hinged allowing adjustment of the shields. Face shields must accommodate any of the following styles:
(A)
Clear transparent
(B)
Colored transparent
(f)
Goggles, when used, must consist of a fully flexible frame, a lens holder or a rigid frame with integral lens or lenses, and a separate cushioned fitting surface on the full periphery of the facial contact area.
(A)
Materials used for goggles must be chemical-resistant, nontoxic, nonirritating and slow-burning.
(B)
There must be support on the face, such as an adjustable headband of suitable material or other appropriate support to hold the frame comfortably and snugly in front of the eyes.
Note: When NIOSH approved full face respiratory equipment is being used by firefighters, additional eye and face protection is not required.
(18)
Respiratory Protection. The employer must develop and implement a respiratory protection program in accordance with Division 2/I, 1910.134, Respiratory Protection.The following note refers to the Respiratory Protection Standards, 1910.134(g)(3) Procedures for IDLH atmospheres and 1910.134(g)(4) Procedures for interior structural firefighting, (“two-in/two-out rule”).
NOTE: If, upon arriving at the emergency scene, firefighters find an imminent life threatening situation where immediate action may prevent the loss of life or serious injury, the requirements for firefighters in the outside standby mode may be suspended, when notification is given by radio to incoming responders that they must provide necessary support and backup upon their arrival.
(19)
Criteria for Approved Self-Contained Breathing Apparatus (SCBA).
(a)
All compressed air cylinders used with approved SCBAs must meet DOT and NIOSH criteria.
(b)
In emergency and lifesaving situations, approved SCBAs may be used with approved cylinders from other approved SCBAs provided that such cylinders are of the same capacity and pressure rating. Once the emergency is over, return SCBAs to their original approved condition.
(c)
Approved SCBAs must be provided with at least one indicator that automatically sounds an alarm when the remaining air supply of the SCBA is reduced to within a range of 25 percent of its rated service time.
(20)
Personal Alert Safety System (PASS).
(a)
Each member involved in rescue, fire suppression, or other hazardous duties, must be provided with and must use a PASS device in the hazardous area when self-contained breathing apparatus is in use.
(b)
All PASS devices must be at least equivalent to the requirements of NFPA 1982 (1983): Standard on Personal Alert Safety Systems (PASS). PASS devices purchased on or after July 1, 2016 must be at least equivalent to the requirements of NFPA 1982 (2013): Standard on Personal Alert Safety Systems (PASS).
(c)
Each PASS device must be tested at least monthly and must be maintained according to the manufacturer’s instructions.
(21)
Breathing Air Compressors and Cylinders.
(a)
In addition to the requirements contained in Division 2/I, 1910.134(i), breathing air quality and use, air samples must be taken every six months from the compressor and analyzed by the employer or an independent laboratory for Grade D breathing air.
(b)
Air samples must also be taken and analyzed when the system is installed or repaired.
(c)
Analysis required by 437-002-0182 (Oregon Rules for Fire Fighters)(21)(a) and (b) must be conducted according to ANSI/CGA Standard G7.1 (2011): Commodity Specification for Air.
(22)
Hazardous Material Response Plan.
(a)
Fire departments that expect or plan to respond to hazardous material incidents must develop and implement a written response plan, and comply with additional requirements of Division 2/H, 1910.120(q), Emergency response to hazardous substance releases.
(b)
The written response plan must contain the policies and procedures for:
(A)
Pre-emergency planning and coordination with outside parties,
(B)
Personnel roles, lines of authority, training, and communication,
(C)
Emergency recognition and prevention,
(D)
Safe distances,
(E)
Scene security and control,
(F)
Evacuation procedures,
(G)
Decontamination,
(H)
Emergency medical treatment and first aid,
(I)
Personnel withdrawal procedures,
(J)
Critique of response and follow-up, and
(K)
Personal protective equipment and emergency equipment and response procedures.
(c)
The incident commander must be responsible for:
(A)
Identifying of the hazardous substance and condition,
(B)
Implementing emergency operations,
(C)
Ensuring personal protective equipment is worn,
(D)
Limiting access of hot zone to those with a specific mission assignment,
(E)
Implementing decontamination procedures,
(F)
Designating a safety officer,
(G)
Using appropriately trained personnel, and
(H)
Providing on-scene medical surveillance for emergency responders.
(23)
Fire Apparatus Area.
(a)
Walkways around apparatus must be kept free of obstructions.
(b)
The station’s apparatus floors must be kept free of grease, oil, and tripping hazards.
(c)
Exhaust gases from apparatus within buildings must be maintained within the limits of Division 2/Z, 437-002-0382 (Oregon Rules for Air Contaminants), Oregon Air Contaminant Rules. See Appendix B (Non-mandatory), General Information and Recommendations, of this standard.
(24)
Fire Apparatus Design and Construction.
(a)
Employers who have acquired used fire apparatus or used military equipment prior to July 1, 1985 are not required to bring them under a more stringent code than the one in force at the time the apparatus was manufactured. The exceptions to 437-002-0182 (Oregon Rules for Fire Fighters)(24)(a) are:
(A)
Restraint systems as required by 437-002-0182 (Oregon Rules for Fire Fighters)(25)(e); and
(B)
Roll-over protective structures (ROPS) on all open top off-road vehicles as required by 437-002-0182 (Oregon Rules for Fire Fighters)(24)(f).
(b)
There must be steps, ladders or railing to allow safe access to and exit from areas on vehicles that employees access.
(c)
Vehicle tailboards must not project outboard of the vehicle sides or fenders and must be designed to provide safe footing.
(d)
Exhaust systems must be installed and properly maintained, and must be designed to minimize the exposure of exhaust gases by employees.
(e)
The loaded gross weight and empty height of the vehicle must be posted in the vehicle such that it can be clearly read by the driver.
(f)
Roll-over protective structures (ROPS) must be provided, installed and maintained on all open top off-road vehicles.
(g)
Vehicles with an obstructed view to the rear of the vehicle when backing must be equipped or provided with:
(A)
An automatic back-up alarm that must sound when backing and can be heard over the surrounding noise;
(B)
A video camera that provides the driver a full and clear view of the path of travel behind the vehicle; or
(C)
A spotter who stands to the rear of the vehicle, is visible to the driver in the driver-side mirror and uses unassisted voice communication, portable radio communication or hand signal communication to guide the driver while backing.
(25)
Fire Apparatus Operation.
(a)
Employees must be trained in the safe operation of each type of vehicle they are authorized to drive.
(b)
The employer must not allow an employee to drive a vehicle on a public highway or road unless they have a valid driver’s license.
(c)
Any item found that may affect the safe operation of a vehicle must be reported immediately to the officer in charge or other appropriate person.
(d)
Employees must not drive or ride in any vehicle known to be unsafe.
(e)
Employees being transported by fire department vehicles must ride in designated seat-belted or safety-harnessed positions.
(f)
The employer must not allow employees to ride on tailboards, tail steps or running boards.
(g)
Vehicles must come to a full stop before employees disembark.
(h)
All equipment on a vehicle must be adequately secured when the vehicle is in motion.
(i)
When traffic flow is inhibited, vehicles equipped with emergency warning lights must be used to control traffic at emergency scenes. The use of traffic cones, fire department personnel, police, or other traffic control measures must be used as soon as practical.
(26)
Fire Apparatus Maintenance and Repair. Each employer must establish written records and procedures whereby apparatus has:
(a)
At a minimum, a scheduled monthly maintenance check; or
(b)
A maintenance check each time the apparatus is returned to the station following an emergency response, drill, or test drive.
(27)
Tires.
(a)
No motor vehicle must be operated on any tire that:
(A)
Has body ply or belt material exposed through the tread or sidewall;
(B)
Has any tread or sidewall separation;
(C)
Is flat or has an audible leak; or
(D)
Has a cut to the extent that the ply or belt material is exposed.
(b)
Any tire on the front wheels of a bus, truck, or truck tractor must have a tread groove pattern depth of at least 4⁄32 of an inch when measured at any point on a major tread groove. The measurements must not be made where tie bars, humps, or fillets are located.
(c)
Except as provided in 437-002-0182 (Oregon Rules for Fire Fighters)(27)(b), tires must have a tread groove pattern depth of at least 2⁄32 of an inch when measured in a major tread groove. The measurement must not be made where tie bars, humps or fillets are located.
(28)
Aerial Devices.
(a)
Aerial devices used for firefighting must be annually inspected and tested by a person qualified in performing such inspections and tests according to NFPA 1911 (2007): Standard for the Inspection, Maintenance, Testing, and Retirement of In-service Automotive Fire Apparatus.
(b)
Where structural defects are found in critical components of an aerial device, the repairs must be tested and certified according to NFPA 1911 (2007): Standard for the Inspection, Maintenance, Testing, and Retirement of In-service Automotive Fire Apparatus, by a registered professional engineer, the manufacturer of the apparatus, or an American Welding Society (AWS) Certified Welding Inspector.
(c)
A permanent record of tests and repairs under 437-002-0182 (Oregon Rules for Fire Fighters)(28)(b) must be maintained for each aerial device.
(29)
Hose Drying Towers.
(a)
Floor openings on hose tower platforms must be equipped with a guardrail meeting the requirements of Division 2/D.
Note: The toeboard requirements for elevated work platforms in Division 2/D do not apply to hose drying towers unless hand tools or objects other than hoses are carried onto the platforms.
(b)
Fixed ladders must meet the requirements of Division 2/D.
(c)
Ropes used to hoist hose in the hose towers must have a working load limit that maintains a minimum safety factor of 3:1.
(30)
Drill Towers. Permanent fixed ladders on the outside of drill towers and drill buildings are exempt from offset platform landings and ladder cage guards requirements of Division 2/D.
(31)
Testing, Maintenance and Inspection of Fire Service Equipment.
(a)
The employer must inspect and maintain fire service equipment at least annually and perform all tests recommended by the manufacturer at the date of manufacture.
(b)
When the manufacturer’s recommendations required under 437-002-0182 (Oregon Rules for Fire Fighters)(31)(a) are not available from the manufacturer, the employer must identify and follow the recommendations of an applicable consensus standard or curriculum that is nationally recognized and generally accepted by the fire service industry.
Note: Examples of a consensus standard or curriculum under 437-002-0182 (Oregon Rules for Fire Fighters)(31)(b) include, but are not limited to, NFPA standards and IFSTA manuals.
(32)
Confined spaces.
(a)
Employers must comply with Division 2/J, 437-002-0146 (Confined Spaces), Confined Spaces, for their own confined spaces.
(b)
Employers must comply with Division 2/J, 437-002-0146 (Confined Spaces), Confined Spaces, when they agree to serve as a designated rescue service provider.
(c)
Employers that will respond to emergency calls for rescue from confined spaces must:
(A)
Train responders to recognize inherent confined space hazards before assigning or attempting any related duties in confined space rescues.
(i)
Provide responders with understanding, knowledge, and skills necessary for safe performance of confined space rescues.
(ii)
Practice a confined space rescue operation at least once every year from a real or simulated confined space.
(B)
Responders must be certified in writing to Department of Public Safety Standards and Training (DPSST) Firefighter 1 or equivalent.
(C)
Use the Incident Management System (IMS) during confined space rescue incidents that meet the requirements of NFPA 1561 (2008): Standard on Emergency Services Incident Management System.
(D)
Assess the situation and determine if it qualifies as a confined space incident.
(i)
Classify the operation as a rescue or body recovery.
(ii)
Assess and control physical hazards related to the incident or rescue.
(iii)
Assess atmospheric hazards.
(I)
Use calibrated direct-reading instruments to test the atmosphere in confined spaces for oxygen content, flammable gases and vapors, and toxic air contaminates.
(II)
When calibrated direct-reading instruments are not available, the Incident Commander must assume the situation is IDLH and ensure that responders who enter are equipped with appropriate respiratory protective equipment that comply with Division 2/I, 1910.134, Respiratory Protection.
(iv)
Determine if the space should be ventilated.
(v)
Determine the precautions and procedures to follow for safe entry into the space.
(E)
Provide the appropriate rescue, emergency, and personal protective equipment for safe entry into and rescue from confined spaces.
(F)
Provide necessary equipment to facilitate non-entry retrieval for responders, unless the retrieval equipment would increase the overall risk or would not contribute to the rescue operations.
Note: For the reader’s convenience, the following paragraphs are provided from Division 2/I, 1910.134(g)(3) and (g)(4), Respiratory Protection:
(g)
Intentionally left blank —Ed.
(3)
Procedures for IDLH atmospheres. For all IDLH atmospheres, the employer shall ensure that:
(i)
One employee or, when needed, more than one employee is located outside the IDLH atmosphere;
(ii)
Visual, voice, or signal line communication is maintained between the employee(s) in the IDLH atmosphere and the employee(s) located outside the IDLH atmosphere;
(iii)
The employee(s) located outside the IDLH atmosphere are trained and equipped to provide effective emergency rescue;
(iv)
The employer or designee is notified before the employee(s) located outside the IDLH atmosphere enter the IDLH atmosphere to provide emergency rescue;
(v)
The employer or designee authorized to do so by the employer, once notified, provides necessary assistance appropriate to the situation;
(vi)
Employee(s) located outside the IDLH atmospheres are equipped with:
(A)
Pressure demand or other positive pressure SCBAs, or a pressure demand or other positive pressure supplied-air respirator with auxiliary SCBA; and either
(B)
Appropriate retrieval equipment for removing the employee(s) who enter(s) these hazardous atmospheres where retrieval equipment would contribute to the rescue of the employee(s) and would not increase the overall risk resulting from entry; or
(C)
Equivalent means for rescue where retrieval equipment is not required under paragraph (g)(3)(vi)(B).
(g)
Intentionally left blank —Ed.
(4)
Procedures for interior structural firefighting. In addition to the requirements set forth under paragraph (g)(3), in interior structural fires, the employer shall ensure that:
(i)
At least two employees enter the IDLH atmosphere and remain in visual or voice contact with one another at all times;
(ii)
At least two employees are located outside the IDLH atmosphere; and
(iii)
All employees engaged in interior structural firefighting use SCBAs.
Note 1 to paragraph (g): One of the two individuals located outside the IDLH atmosphere may be assigned to an additional role, such as incident commander in charge of the emergency or safety officer, so long as this individual is able to perform assistance or rescue activities without jeopardizing the safety or health of any firefighter working at the incident.
Note 2 to paragraph (g): Nothing in this section is meant to preclude firefighters from performing emergency rescue activities before an entire team has assembled.
Table [Table not included. See ED. NOTE.]
[ED. NOTE: Tables and Appendices referenced are available from the agency.]
[ED. NOTE: To view attachments referenced in rule text, click here to view rule.]
Source: Rule 437-002-0182 — Oregon Rules for Fire Fighters, https://secure.sos.state.or.us/oard/view.action?ruleNumber=437-002-0182.
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Stevens Point’s ISO rating is 2
The Stevens Point Fire Department improves the fire and life safety of our community through training, education, and risk reduction.
See the Fire Department Annual Report (PDF)
To receive notices via email and/or text message whenever news stories regarding the Fire Department are posted here, go to our Notify Me Module and sign up for the "Fire Dept./EMS" News Flashes.
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It is the mission of the Alhambra Fire Department to preserve life and property, promote public safety, and ensure preparedness in our community as an all risk life safety provider.
|
en
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/images/favicon.ico
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The Fire Department is responsible for providing fire safety, emergency services, and the delivery of emergency medical services to the community. This is accomplished by coordination with various City departments, and by working with other local, State, and Federal agencies. The Department responds to over 6,000 fire, rescue, emergency medical, and hazardous material incidents per year. On average, fire crews can respond to an emergency and begin working within four to six minutes from initial dispatch time. Four engine companies, one truck, one urban search and rescue and two paramedic ambulances are maintained on a 24-hour-a-day basis out of four stations.
Responsibilities
Disaster Protection - Protects lives and property from fire and other disasters.
Emergency Services - Provides effective emergency medical services.
Promote Safety - Coordinates community safety awareness and fire prevention programs.
Ensure Safety - Conducts plan checks and fire inspections.
Fire Safety - Issues fire safety permits.
Operations Division Responsibilities
Under the direction of the Fire Chief, the Administration Division is responsible for the overall coordination and direction of the department. The command staff is comprised of the three Battalion Chiefs. Each Battalion Chief commands a platoon of 19 suppression personnel.
Communications Division Responsibilities
Communications is a small section under supervision of the Fire Chief. Its personnel consist of a Communications Supervisor and a Communication Technician. The various duties of the Communications Section are to install, maintain, repair, and keep records (including FCC licenses) of all City-owned communications and electronic equipment. This consists primarily of a Satellite TVRO system, Amplifiers, Base stations, Closed circuit TV monitors and cameras, The Dispatch Center, Electronic sirens, Mainframe computer cabling, Microcomputers and associated peripherals, Monitors, Pagers, Public address systems, Repeaters, Scanners, Televisions, Two-way mobile and portable radios, VCRs, and other miscellaneous electronic equipment
The Communications Division also maintains the City telephone system, including electronic switches, key systems, and approximately 500 or more telephones. All telephone moves, adds and changes, including voice mail management and back-ups, are handled by this section.
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https://www.london-fire.gov.uk/about-us/what-we-do/respond-to-emergencies/
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en
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Respond to fires and other emergencies
|
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London Fire Brigade has one of the best emergency responses to all types of incidents in the UK – here's an overview of what we do.
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en
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/lfbAssets/img/favicon/apple-touch-icon.png
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https://www.london-fire.gov.uk/about-us/what-we-do/respond-to-emergencies/
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Emergencies are unpredictable, and that's why the London Fire Brigade must always be prepared. Our mission is to fight and prevent fires and respond effectively to terror attacks and other major incidents.
The Brigade plans its service to respond to every situation so that the right number of trained firefighters are sent with the right type of equipment to resolve the incident in the most effective way, with the lowest risk to Londoner’s lives, businesses and property.
Fire stations and fire engines
We operate 155 fire engines from 102 fire stations providing an emergency response 24 hours a day, all year round. We also operate one fireboat from our river station, to help deal with emergency incidents on the river Thames
Our staff are internationally recognised for the work they do at a wide range of incidents. This includes responding to fires but may include rescues from collapsed buildings, car and rail crashes or other challenging scenarios.
Fire Rescue Units across London
London Fire Brigade currently has 14 Fire Rescue Units (FRUs) based strategically across London. They are a critical part of its operational response delivery as they provide specialist capabilities to respond to complex and protracted incidents. They are permanently crewed, and the Brigade has no plans to change this.
Fire Rescue Units are split into three types, each providing a unique response capability:
Technical Rescue Fire Rescue Units (FRUs)
There are five of these based across London. They provide our urban search and rescue, rope rescue and water rescue capabilities (they are equipped with a boat). As a result, they are an extremely versatile asset, responding to major building collapses, terrorist related building collapses, rescue from difficult/high structures and rescue from the Thames and other waterways.
Hazmat Fire Rescue Units (FRUs)
There are five of these based across London. They provide a specialist response to hazardous materials incidents, water rescue (they are also equipped with a boat) and animal rescue incidents.
Technical Skills Fire Rescue Units (FRUs)
There are four of these with a specialist rope rescue capability. In particular, they respond to the increasing number of incidents involving urban explorers or people threatening to jump from high structures.
All three types of Fire Rescue Unit also provide a core set of specialist skills, including difficult access, heavy cutting and extended duration breathing apparatus capabilities. The heavy cutting capability is particularly important in supporting some of the road traffic collisions London Fire Brigade attends. The other capabilities help us make an effective response to incidents in the increasingly complex high-rise and subterranean environment.
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dbpedia
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0
| 49
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https://www.usfa.fema.gov/statistics/reports/firefighters-departments/
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en
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Statistical Reports on Fire Departments and Firefighters
|
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[] |
[
"fire department",
"firefighter",
"firefighter fatalities",
"line-of-duty",
"run profile",
"firefighter injuries"
] | null |
[] | null |
Statistical reports on fire department activities and firefighters, including department run profiles and firefighter causalities.
|
en
|
/favicon.ico
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U.S. Fire Administration
|
https://www.usfa.fema.gov/statistics/reports/firefighters-departments/
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Fire in the United States
This collection of reports looks at the U.S. fire problem in 10-year periods, beginning in 1985. The reports provide a statistical overview of the fire problem that can motivate corrective action. They can also be used to select priorities, help target fire programs, and serve as a model for state or local analyses of fire data.
Review the report collection
Archived topical fire reports
This spreadsheet contains links to older topical reports that we have archived off our website.
Download archived reports spreadsheet XLS
Data sources for our reports
Our reports reflect the most current data year available at the time of analysis. In priority order, we primarily rely on these data sources:
SourceData availableNational Fire Incident Reporting System incident-level data10 to 18 months after the end of the calendar yearNational Center for Health Statistics vital records2 plus years after the end of the calendar yearNational Fire Protection Association survey estimates9 months after the end of the calendar year
Other data sources include the Consumer Price Index and the U.S. Census Bureau.
Methodology documentation
These documents describe the data sources and methodology we use to calculate our fire loss estimates.
White paper: National Fire Estimation Using NFIRS Data May 2017, PDF
Data Sources and Methodology Documentation PDF
National Estimates Methodology for Building Fires and Losses PDF
Topical Fire Report Series
Data sources and methodology documentation.
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dbpedia
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1
| 6
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https://dallascityhall.com/departments/fire-rescue/Pages/default.aspx
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en
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Dallas Fire Rescue DFR
|
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en
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/PublishingImages/favicon.png
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https://dallascityhall.com:443/departments/fire-rescue/Pages/default.aspx
|
Purpose
Dallas Fire-Rescue exists to provide the citizens of Dallas the most effective and rapid emergency, fire, rescue, and prevention services in an ever-changing environment.
Mission Statement
Our mission is to prevent and suppress fires, educate and rescue citizens, provide emergency medical services, promote public safety and foster community relations.
Vision Statement
To be the best trained, technologically advanced, customer-focused fire service organization in the country.
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dbpedia
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https://www.goarmy.com/careers-and-jobs/support-logistics/safety-order-legal/12m-firefighter
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en
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Firefighter
|
https://www.goarmy.com/etc.clientlibs/goarmy/clientlibs/clientlib-site/resources/static/images/favicon.ico
|
https://www.goarmy.com/etc.clientlibs/goarmy/clientlibs/clientlib-site/resources/static/images/favicon.ico
|
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In this job, you’ll have the vital task of protecting people’s lives and property from fire. You’ll control and prevent fires not only in Army structures, but also aboard aircraft and ships.
|
en
|
/etc.clientlibs/goarmy/clientlibs/clientlib-site/resources/static/images/favicon.ico
|
https://www.goarmy.com/careers-and-jobs/support-logistics/safety-order-legal/12m-firefighter
|
The Army has a waiver process that you can take advantage of to prove you overcame a disqualifying issue that would otherwise prevent you from joining the Army. After submitting a waiver, a review takes place to make sure you can join. If your waiver is denied, you can also look into pursuing a civilian career within the Army.
You won't need to meet any physical fitness requirements before joining the Army as an enlisted Soldier(Opens in new window). There are requirements if you join through ROTC or another Officer path(Opens in new window)—your recruiter will provide the details. Everyone needs to pass the Army Combat Fitness Test (ACFT)(Opens in new window) after joining, and again every year of service.
Before you can become a Soldier, you’ll first need to complete a form of initial training—Basic Combat Training(Opens in new window) for enlisted Soldiers and the Basic Officer Leadership Course (BOLC)(Opens in new window) for Army Officers, as well as any additional training your job may require. Over the course of your training, you’ll learn the skills, knowledge, and discipline needed to become a Soldier. Active-duty Soldiers and Officers also have ongoing training to keep their skills sharp, so they stay ready for anything.
Your Army salary is just one part of the total compensation Soldiers earn. While civilian jobs may pay higher baseline salaries, the Army offers a starting salary above the federal minimum wage, plus a variety of benefits on top of your base pay that add up. When you consider affordable health care for part-time Soldiers and free health care for full-time Soldiers, plus access to bonuses, allowances for housing, food, and clothing, education benefits to get a college degree with less debt, and more financial benefits, the Army offers a competitive choice to similar civilian careers.
The Army offers a complete package of benefits that not only supports you and your family, but also helps you advance in your career. Whether you serve part time or full time as an enlisted Soldier or Army Officer, you’ll earn competitive pay with opportunities for bonuses, as well as receive health care at little to no cost. You could also receive money for education, student loan repayment assistance, training and certifications, housing, living expenses, and more.
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dbpedia
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2
| 46
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https://www.localgovjamaica.gov.jm/local_govt_entity/jamaica-fire-brigade/
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en
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Jamaica Fire Brigade – Ministry of Local Government & Community Development
|
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en
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https://www.localgovjamaica.gov.jm/local_govt_entity/jamaica-fire-brigade/
|
The Jamaica Fire Brigade is a statutory body within the Office of the Prime Minister – Department of Local Government. Its central administration is headed by a Board of Directors which sets broad policy guidelines implemented by a Commissioner in whom is vested the operational command and the day-to-day running of the Brigade.
The role of the Jamaica Fire Brigade is to protect life and property from fire or other disasters within the Island and its territorial seas. This role translates into the specific duties of:
1. Extinguishing fires.
2. Protecting life and property endangered by fire or other disasters.
3. Obtaining information with regard to potential risks from fire or other disasters.
4. Inspecting buildings to ensure that reasonable steps are taken for the prevention of fire and for protection against the dangers of fire or other disasters.
5. Making arrangements to ensure that reasonable steps are taken to prevent or mitigate loss or injury arising from fire or other disasters.
6. Rendering pre-hospital emergency medical care and/or treatment to ill or injured persons and transporting them to recognized medical institutions.
7. Carrying out other functions for the purpose of preventing or mitigating risks or danger to life and property as the Minister may, by order, require the Fire Brigade to undertake from time to time.
For carrying out its functions the Brigade is broadly divided into two branches. An Operations Branch and an Administrative Branch, each headed by a Deputy Commissioner.
The Deputy Commissioner in charge of Operations has overall responsibility for the four (4) “Areas” which carry out the major responsibilities of the Brigade in firefighting and rescue operations islandwide. Headed by Assistant Commissioners, these Areas are drawn up along geographic lines for administrative and operational purposes. The Areas are further sub-divided into thirteen (13) Divisions which conform to parish boundaries. Presently there are thirty-three (33) Fire Stations spread islandwide throughout the Divisions. These are served by a fleet of ninety-one (91) operational (firefighting and rescue) vehicles and fifty-eight (58) utility vehicles. There are also three (03) Fire Boats, one each assigned to the harbours in Kingston,Montego Bay and Ocho Rios. The Fire Prevention and Public Relations Division and the Emergency Medical Service (EMS) also fall under the Operations Branch of the Brigade providing fire prevention services and emergency medical rescue (Paramedic) services.
The Deputy Commissioner in charge of Administration has overall responsibility for the six (6) Departments which provide administrative support services to all areas of the Brigade. These support services are provided through the Brigade Stores, the Accounts, Communications, Personnel and Training Departments. There is also a General Maintenance Department which comprises the Brigade Workshop, the Transport and Fleet Management, Building Maintenance and Equipment Maintenance Sections.
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0
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https://www.deerpark-oh.gov/departments/fire-department/fire-department/
|
en
|
Departments - Fire Department - Fire Department
|
https://www.deerpark-oh.gov/favicon.ico
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https://www.deerpark-oh.gov/favicon.ico
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https://www.deerpark-oh.gov/favicon.ico
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https://www.deerpark-oh.gov/departments/fire-department/fire-department/
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April 1, 1999 was the first operational day for the Deer Park-Silverton Joint Fire District. Previous to the formation of the fire district, the cities of Deer Park and Silverton maintained their own separate departments, comprised primarily of volunteer firefighters and EMS personnel. During the years prior to the merger, the demand for emergency services increased to the point that the two departments were running automatic dispatch on most fire incidents, and were sharing responsibility for EMS services to both communities. Costs also began to escalate, as the communities were often buying similar equipment, as each department had to maintain the capability of operating independently.
Faced with these facts, the two departments began looking into the possible formation of a fire district to address both the service and the economic needs of the communities. It was decided that the best approach for this new district would be to run as a combination department, with full-time, part-time, and volunteer personnel. With the decision made on how to organize and run the proposed joint district, the departments went to the voters to ask for the required funding. In November of 1998 the voters approved a tax levy to finance the Deer Park-Silverton Joint Fire District.
The district provides fire and EMS services to Deer Park, Silverton, and parts of Columbia Township. The fire district protects approximately 12,350 people living in a five square mile area. The district is primarily residential, with some light industry. There is an Indiana & Ohio rail line that runs through the district, as does Interstate 71.
The fire district responds to over 2,400 calls for service annually. Approximately 75% of these details are requests for EMS (paramedic) service. The fire district also performs life safety (fire) inspections of businesses and places of assembly, and will conduct home safety inspections at the request of our residents.
Amity Elementary, Deer Park High School, and Silverton Paideia Academy are all located within the fire district. Besides providing fire and EMS services, and life safety inspections to these institutions, the district also provides fire prevention and education programs to these schools.
The district is also home to four residential institutions. Horizon Post-Acute Care, Horizon Nursing and Rehabilitation, and Amber Park are located on Galbraith Road in Deer Park; the Residence at Garden Gate is located on Ohio Avenue in Silverton. The Residence at Garden Gate and Horizon provide around the clock nursing care, while Amber Park contains a mix of independent and assisted living units.
The department currently consists of eleven full-time firefighters and a full-time district clerk. This staffing is supplemented by part-time employees, bringing the district’s active roster to over 40 people. The district itself is overseen by a fire board, which is made up of residents, business owners, and government officials from the two communities.
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https://www.womenshistory.org/education-resources/biographies/anne-crawford-nancy-allen-holst
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en
|
Anne Crawford “Nancy” Allen Holst
|
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The first woman t
|
en
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/sites/default/files/favicon.ico
|
National Women's History Museum
|
https://www.womenshistory.org/education-resources/biographies/anne-crawford-nancy-allen-holst
|
The first woman to join the International Association of Fire Chiefs, “Chief Nancy” led Rode Island’s Cedar Hill Volunteer Fire Department beginning in 1931. Determined to protect her family home from forest fires, she used her skills as a firefighter and pilot to safeguard her community for decades.
Born June 22, 1908 in Warwick, Rhode Island to Helen Slater Reed and Philip Allen, Anne Crawford “Nancy” Allen Holst came from a prominent Rhode Island family. She and her two brothers, Philip Allen, Jr. And William Slater Allen, were descendants of Roger Williams, the founder of Rhode Island. Holst’s nickname “Nancy” derived from a contraction of “Anne C.” As a child, Holst was known to chase after fire trucks that passed by their home on the east side of Providence. She told a reporter in 1937 of her early fascination with fires: “[My father and brothers] would not walk 100 yards to see a fire. I’d go 100 miles.”
Holst attended Miss Hall’s School in Pittsfield, Massachusetts and graduated from the Mary C. Wheeler School in Providence in 1926. Like many other young women of means in the era, she embarked on a “Grand Tour” of Europe after high school. Other girls in her tour group were taking flying lessons back home and piqued Holst’s interest in aviation. When she returned to Providence, she started taking flying lessons of her own.
It was also then that Holst began fighting fires that threatened her family’s estate, Cedar Hill, each spring and fall. Holst noticed that the fires were growing larger and more frequent, so she decided to take action. In 1931, Holst organized and financed the Cedar Hill Volunteer Fire Department in Warwick. The 15 men who volunteered to join the department unanimously elected Holst as fire chief. From then on, she was known as “Chief Nancy.”
Holst purchased a used 1928 Dodge-Graham truck and with the help of friends and neighbors, oversaw its conversion into a fire engine. Holst furnished the truck with contemporary fire-fighting equipment: more than 1,000 feet of fire hose, two motor-driven pumps, buckets, extinguishers, shovels, and a first-aid kit. She also added a generator with 500 feet of cable to power three portable floodlights to aid nighttime work. Holst even designed the firehouse in which they stored the truck. Fully outfitted, the Cedar Hill Volunteer Fire Department fought forest and residential fires across Rhode Island.
On May 24, 1936, Holst secured her reputation as a skilled and courageous firefighter. A large brush fire broke out, fanned by strong winds. Cedar Hill responded along with seven other companies. The head fire chief told her, “We’ve got a bad blaze on our hands. Get in there with your men and fight.” Several firefighters from other companies, including the chief, became trapped by the fire. Holst drove in to the blazing woods and found the chief. When he passed out in her car, she applied artificial respiration. Holst then assisted state police in locating the rest of the trapped firefighters, resulting in their rescue.
That same year, Holst became the first woman to join the International Association of Fire Chiefs. She also joined the Ninety-Nines, the International Organization of Women Pilots. She piloted her Fairchild cabin monoplane (which she donated to the Cedar Hill fire department) and was likely the first American woman to fly over a forest fire. In one reported example from 1937, Holst was flying when she spotted a house directly in the path of a fire. Lacking a radio to communicate with firefighters on the ground, she swooped her plane over the home to attract their attention, enabling the firefighters to save the home. Following the Great New England Hurricane of 1938, the U.S. Forest Service asked Holst to fly over land that had been in the storm’s path to assess the damage. She was likely the first female pilot to fly for the agency, predating any others by nearly 40 years.
While chief of the Cedar Hill company, Holst also worked for the Rhode Island Forest Fire Service. She was the first woman in the state named a forest fire warden, as well as the first woman to publish an article in the U.S. Forest Service’s journal Fire Control Notes (now titled Fire Management Today). She then rose to the position of deputy state fire marshal. In that capacity, she developed Rhode Island’s first forest fire control plan.
It was through her work that she met Monterey L. Holst, a forester from the Siuslaw National Forest in Oregon. The two married in 1940. A photo of Holst wearing a white fire chief’s hat and wedding gown while the couple left the ceremony in her fire truck, made newspapers around the country. The couple established the Cedar Hill Forest Fire Experiment Station in 1940, where they tested new firefighting strategies and equipment. In 1942, the couple had a daughter, Anne D. Holst.
In 1957, the Cedar Hill Volunteer Fire Department closed its doors, but Holst continued to be active in many pursuits. Holst was a longtime member of numerous organizations, including: the Providence Female Charitable Society, the Junior League of Providence, the Rhode Island Chapter of the American Red Cross, the Girl Scouts of America, the Garden Club of America, the Rhode Island Historical Society, and, of course, the New England Chapter of the International Association of Fire Chiefs. She served as a reporter and columnist for the East Greenwich Pendulum, a local weekly, and regularly contributed articles to the publications of her many associations.
Holst passed away on July 29, 1997 at the age of 89. In 2004, Holst’s home in Warwick (where her daughter still resides) opened as the Clouds Hill Victorian House Museum. The firehouse Holst designed still stands near the home, along with the fire truck she outfitted – a testament to the courage and ingenuity of the first female fire chief.
Published 2021.
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https://www.houstontx.gov/fire/about/unitsandterms.html
|
en
|
About the Houston Fire Department
|
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en
| null |
Currently, the Houston Fire Department has (units per shift)
32 Ladder Trucks – Staffed with 4 members who are cross trained as firefighters and EMTs. A Ladder Truck functions as a BLS unit without transport capabilities. When responding to a fire, the primary purpose of a ladder is search and rescue and ventilation.5 Tower Trucks - Staffed with 4 members who are cross trained as firefighters and EMTs. A Tower Truck functions as a BLS unit without transport capabilities. When responding to a fire, the primary purpose of a tower is the same as a ladder, but the tower has a bucket at the end of the ladder.11 Booster Trucks - The primary purpose of a Booster is to put out small fires (dumpster, trash) and/or respond to grass fires and/or used as directed by the district chief at a fire scene.21 District Chiefs - District Chiefs respond to all incidents within their district, be it fire or other incident / non-fire related (accidents, firefighter injuries, at citizen's request, etc.)3 Safety Officers – responsible for safe operations on the fireground and insures injuries are reported and documented.2 Shift Commander Suburban - Deputy Chief responsible for the North and South response areas and personnel.56 Ambulances (BLS) - An ambulance staffed with 2 EMT's operating in the capacity of an Emergency Medical Technician providing prehospital care. (BLS) Transport unit36
Medic Units (ALS)- An ambulance staffed with 2 Paramedics operating in the capacity of an advanced life support prehospital care provider. Transport Unit
12 Squad Unit - A Squad is an EMS unit that consists of two paramedics, usually in a suburban or other vehicle that responds to an incident to administer advanced medical care. If they are not needed to actually transport the patient, once a BLS unit has arrived, the BLS unit can take the patient to the hospital.10 EMS Supervisors2 Hazmat Response Units - The primary purpose of a Hazmat unit is to define chemicals, what type of incident they are dealing with and stop the flow of the substance . 1 Hazmat Foam Engine 9ARFF Crash Trucks - These units respond only to airport emergencies.4 ARFF Trucks - These units respond only to airport emergencies.2 ARFF Medical Service Units2 ARFF Rapid Intervention Units1 ARFF Triage Vehicle 2 ARFF Triage Trailers2 Special Operations Rescue Trailer 1Special Operations Rescue Triage Trailer2 Special Operations Rescue Incident Vehicle 3 Technical Rescue Trucks - The primary purpose of the Rescue unit is to excavate and rescue.8Evacuation Boats - Placed into service during times of high-water, primarily used when there are a large number of people trapped in high waters.5 Rescue Boats - The primary function of the rescue boat is to be used to effect rescue in high water situations, removal of a victim and/or stranded individual.4Fast Water Rescue Craft - Jet Bikes arrived 2007.4 Cascade Trucks - These units see that all air bottles are in their quadrant are kept full. They also respond to the request of district chiefs at working fires to fill air bottles.1 Rehab Truck - This special piece of equipment is designed to re-hydrate firefighters and can be called for use by captains and district chiefs to an incident.1 Command Van
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1
| 87
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https://www.iafc.org/learn-and-develop/fire-service-executive-development-institute
|
en
|
Fire Service Executive Development Institute
|
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../Sitefinity/WebsiteTemplates/MatrixBase/App_Themes/MatrixBase/images/IAFC_logo.png
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https://www.iafc.org/learn-and-develop/fire-service-executive-development-institute
|
FSEDI 2024 Application period is now closed.
The Fire Service Executive Development Institute (FSEDI) is a program developed by the IAFC and funded by a grant from Motorola Solutions Foundation (MSF) to provide new and aspiring chiefs with the tools they need to have a successful and productive tenure. Program goals and objectives.
Criteria and Guidelines
Applicants who submitted for the 2024 FSEDI program must be new (a year or less in the position) five bugle fire chiefs and aspiring (currently applying for five bugle fire chief positions or in department's succession plan with the possibility of becoming chief in the next two years) chief officers who have demonstrated a commitment to career advancement and enhancing the fire-EMS service through their leadership. Applicants are required to have experience as a fire chief officer.
Participants must make a 12 – 18 month commitment to the program that includes
A week-long introductory residency at a conference center in the Washington Metropolitan region.
2 additional three to four day sessions at a conference facility
4-6 month periods of self-study between sessions during which the participants will have access to mentors and executive coaches. There will also be opportunities for peer discussion in a private KnowledgeNet community.
During the 3 on-site sessions experts from the fire and emergency service and the private sector will cover topics such as:
Personal values, mission, vision ad strategic plan
Emotional Intelligence
It's all about relationships
Ethical leadership
Political Acumen
Leadership in the new era
Executive presence
Emerging concepts in organizational design and delivery
Diversity, equity, and inclusion – leading a diverse workforce
Personal resilience and building a resilient department
Effective use of science and data
Budgeting and spend-management
Labor-management relations
Succession planning
Attending Fire-Rescue International August 14 - 17, 2024 in Dallas, Texas for the full conference. The individual or their department will be responsible for the registration and travel and onsite expenses. There will be opportunities to meet and network with members of all FSEDI programs. Cohort members are required to attend the Invitational FSEDI training session.
Participate in FSEDI webinar series
Completing a project that contributes to the enhancement of the fire and emergency service and actively participating in professional organizations at the state or national level.
Actively participate in professional organizations at the state or national level.
Maintain an ongoing relationship with peers, networking with members of the previous year's cohort and other alumni of the FSEDI.
Join and be active with the FSEDI alumni after completion of the initial FSEDI program.
Plan to remain active in the fire service for a minimum of 5 years.
This program is limited to 20- 24 participants. Applicants who are accepted may be awarded a scholarship to cover housing and meals while onsite if their department is unable to provide the funding. The individual or their department will be responsible for travel costs for the three onsite sessions in addition to the expenses incurred with attendance at FRI.
Program Goals
Identify aspiring fire chiefs (Fire department CEO position) and provide them the education, tools and resources to be successful in achieving a chief position and experiencing a long successful tenure.
Identify, educate and nurture, and promote the next generation of fire service leaders.
Provide a more direct route for individuals to be active and engaged in the fire service at a regional, state and/or national level.
Provide a developmental program that focuses on current and emerging issues challenging fire service leadership.
Objectives
Individual participants will:
Develop an increased understanding of their personal values and purpose in life.
Recognize the importance of improving their executive presence, behavior as a leader and social skills.
Be prepared to apply for and go through promotion and chief position processes.
Execute succession planning and high-performance team building skills.
Demonstrate time, financial and data management skills.
Strengthen political acumen and ethical decision-making skills.
Develop an increased understanding of the legal issues.
Understand organizational culture, how to effect cultural change.
Champion diversity, equity, inclusion, and belonging in the fire and emergency services.
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dbpedia
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https://apnews.com/article/military-records-fire-veterans-2f8337c58bc87c10179a2cf6ee54136a
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en
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A fire destroyed millions of veterans’ records. 50 years later, families are still seeking answers
|
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2023-07-11T13:58:25+00:00
|
The July 12, 1973, blaze consumed an estimated 16 to 18 million personnel files, the vast majority covering the period just before World War I through 1963.
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en
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/apple-touch-icon.png
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AP News
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https://apnews.com/article/military-records-fire-veterans-2f8337c58bc87c10179a2cf6ee54136a
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The apocalyptic scene is still burned into Mike Buttery’s memory 50 years later: Black smoke billowing from the top floor of the Military Personnel Records Center; bits of paper wafting through the air as dozens of firefighters tried desperately to stem the inferno.
“They’d hit it (the paper) with the water, and the water would knock it back up in the air, and then it would float around some more out there,” Buttery, then a janitor at the center, recalls of the wind-whipped paper swirling around the massive six-story building outside Saint Louis.
As he watched from a safe remove, Buttery could only think of the millions of veterans — like himself — whose records were being consumed and “how in the world would they get their benefits.”
“It immediately went through my mind that those people were losing whatever history there was of their service,” Buttery, who served with the Army in northern Vietnam, said during a recent interview from his home in a rural area southwest of the city.
The July 12, 1973, fire in Overland, Missouri, consumed an estimated 16 to 18 million personnel files, the vast majority covering the period just before World War I through 1963. It’s believed to be the largest loss of records in one catastrophe in U.S. history.
It is an event that dogged untold veterans, forcing them to fight once more — this time for benefits, medals and recognition they’d earned. It echoes to this day — in the struggles of families seeking to document the achievements and sacrifices of loved ones, or to bury them with full military honors; and in the efforts of conspiracy theorists, still searching for proof of a nefarious plot behind what government investigators long ago wrote off as most likely the careless act of a single man.
More than anything, it highlights the monumental, ongoing effort to reclaim the history that, at the time, seemed irretrievably lost.
___=
If the records center was meant to inspire awe, mission accomplished.
“Its size is difficult to comprehend, even when one is inside,” Walter W. Stender and Evans Walker, who were with the Federal Records Centers, wrote in a 1974 article in The American Archivist titled, “The National Personnel Records Center: A Study in Disaster.”
“The sheer bulk alone makes a strong impression on the viewer, and the vast scale tends to overwhelm the quiet St. Louis suburban community of Overland where the building rises on a seventy-acre site,” they wrote. “The building, 728 feet long, 282 feet wide, six stories high, presents an impassive façade to the world with its rather bland curtain wall of glass and aluminum.”
Built for the Department of Defense in 1956, the facility was later turned over to the National Archives and Records Service, then part of the General Services Administration. By the time of the fire, the military records center and a nearby one for civilian records had been merged into the National Personnel Records Center.
Walker and Stender, then assistant archivist for the records centers, said the 1.6 million-square-foot building “reflected careful planning.” But “in actual function,” they concluded, “it was not a successful records center.”
There were some sprinklers on the first and second floors, but none in the stacks, and no firewalls between records storage areas.
A rash of fires in the previous year prompted the government to conduct a study of the facility, which was released in the fall of 1972.
“The study concluded that the facility was at high risk for a devastating fire, pointing to the storage containers (cardboard, not metal), the lack of overhead sprinklers, and the ebb-and-flow of employee hours as three particular concerns,” according to a recent blog post by Jessie Kratz, Historian of the National Archives.
Less than a year later, Kratz noted, the worries were validated: the center was “vastly unprepared for fire.”
Buttery says that was apparent, even to a janitor.
“It was so hot and so dry,” Buttery says of the file areas.
“All that paper was packed in cardboard boxes on metal shelving,” says Bill Elmore, a janitor assigned to the sixth floor. “Basically, from the floor to the ceiling.”
The former Air Force crew chief, who was working there under a veteran readjustment program, was nearing the end of his eight-hour shift when he overheard a man pounding on the doors. The man, whom a guard described as having “long hippie-type hair,” shouted that smoke was pouring out of the upper floor windows.
It was 12:11 a.m., July 12.
Elmore noticed a fellow janitor and veteran, Terry Davis, sprinting up the stairs. He followed, hoping to reach the firehoses near the escalators.
What he saw is “etched in my memory.”
“I saw Terry running back towards the very door I had just opened with a scared look on his face,” Elmore says. “And a wall of smoke moving behind him faster than he could run.”
Elmore, Buttery and the others watched from a grassy hill as the windows exploded.
“There was a glow from the top of that building that was just, I mean, it was right up against the clouds,” says Buttery. “There was nothing that was going to stop it, that fire. It had too much fuel.”
According to a GSA investigation, janitor John Staufenbiel was the last person known to have been on the sixth floor. It was 12:05 a.m.
Neither he nor two other custodians who later joined him on the freight elevator reported smelling smoke “or seeing any signs of fire,” the report said.
___=
The fire was not declared officially extinguished until the morning of July 16.
It had burned so hot that steel-reinforced concrete columns on the sixth floor buckled, portions of the collapsed roof slab supported only by file cabinets. So much water was poured on the fire that holes had to be knocked in the outer walls to let it drain; eventually, bulldozers were hoisted onto the fifth floor, and what was left of the top story was shoved off the side.
The search for a cause would be daunting. But arson was already front and center.
An investigation found there had been 11 fires in the two and a half years leading up to the conflagration. Six of the incidents were classified as suspected arson, three “identified with careless smoking or disposal of smoking material.”
Elmore says the FBI was clearly “looking for somebody to hang this thing on.” At one point, he says agents led him to a small room and shut off the lights.
“And they turned one of those desk lights into my face, and they stood on the other side of the light in the dark room asking me questions,” he says, including whether he’d smoked on the roof and about “any anti-war feelings or thoughts I might have.”
Buttery says agents came to his home and “stayed almost half the night,” questioning not only him, but his wife.
In addition to looking into reports of faulty fans and undersized extension cords, agents ran down tips that “dissident employees” or someone of Asian “extraction” might have been involved in the fire (the Vietnam War was still raging at the time).
According to a nearly 400--page, partially redacted FBI investigative file, a summer employee was quizzed about any “left-wing or militant-type individuals” employed there. Workers were grilled about their marijuana use.
Eventually, the probe turned to something far more mundane.
A custodian had been going around telling colleagues that he might have started the fire. They passed that on to investigators.
Three months to the day after the fire, the man confessed to agents: Around 11 p.m., he’d snuck up to the sixth floor to smoke and had stubbed out his cigarette on one of the shelves.
The man had been hired by a private organization that provided disabled workers for federal installations. U.S. Attorney Donald J. Stohr told the St. Louis Post-Dispatch that it would be difficult to prove intent.
The case was presented to a federal grand jury on Oct. 31, 1973. The panel declined to return an indictment.
___=
Fires at the U.S. Capitol, and the War and Treasury Departments during the 19th century claimed uncounted records and objects from the republic’s founding, and a 1921 blaze destroyed nearly the entire 1890 federal Census. But while each “helped to diminish the cultural heritage of this nation,” Stender and Walker wrote, none equaled the 1973 inferno.
The center housed roughly 52 million Official Military Personnel Files, or OMPFs.
The OMPF is like a diary of a veteran’s service, containing every duty station, award, promotion and disciplinary action from enlistment to discharge. It is a kind of one stop shop for veterans seeking a job, medical benefits, insurance or government loans.
These OMPFs can also contain items such as telegrams, letters, photographs and testimonials — sometimes hundreds of pages — that might not exist anywhere else.
Some files were lost from every branch of the service. But Army and Air Force records suffered most.
The flames consumed 80% of Army personnel files for people discharged between Nov. 1, 1912, and Jan. 1, 1960. For the Air Force, it’s estimated that files for 75% of personnel discharged from Sept. 25, 1947, through Jan. 1, 1964, with names that began after “Hubbard, James,” were lost.
The sixth floor was also home to what is commonly referred to as the VIP or — as Elmore has heard some call it — “secrets” vault.
In addition to the personnel files of all veterans working at the center, as well as those of close relatives who served, the vault held the records of “persons of exceptional prominence” or, as it’s sometimes put, from “the famous to the infamous” — former presidents like Dwight D. Eisenhower and John F. Kennedy; gangster John Dillinger and serial killer Jeffrey Dahmer; actors Jimmy Stewart and Burt Lancaster; even Adolf Hitler’s nephew, William, and a Navy mascot named Billy Goat.
“The intense heat of the fire turned the vault into a huge oven and roasted its total content to the consistency of slightly burned toast,” a 1979 report from the Army Adjutant General’s Office said. “Practically every paper in the vault came out with charred, blacked edges and almost complete loss of flexibility.”
Of the records stored in the vault, 1,694 were destroyed or damaged.
Roughly 6.5 million records salvaged from the fire — known as “B” or “burned files” — are kept in climate-controlled warehouses to avoid any further degradation. They aren’t disturbed unless someone requests them.
To the naked eye, many of the pages appear to be nothing but a “black smudge,” says NPRC Director Scott Levins. But technicians can use infrared cameras to reveal what’s beneath that charred mess.
When someone requests a file that was lost, research technicians comb morning reports, unit rosters, payroll lists and other source documents looking for proof of the veteran’s service.
“We’re looking for a date of entry, a separation and a character of service,” says Levins. “And if we can find those three data points from official government records, then we can issue a document ... so veterans can get benefits.”
To date, the center has partially reconstructed nearly 5.5 million records.
Given the periods involved, most of the veterans whose records were destroyed have likely died. Levins says historians and family genealogists seeking to fill out those veterans’ histories are “the real pain point.”
“I have helped countless families find answers, closure, and peace,” says Chicago-based genealogist Jennifer Holik, who has been doing military research for more than a decade. “The fire has been a major obstacle to overcome.”
___=
Even before the grand jury closed the criminal case, an interagency committee had concluded that the fire’s cause “Cannot be Determined.”
But there are some who will never accept that it was an accident.
One theory Levins has heard is that the fire was started to destroy records connected to Church of Scientology founder L. Ron Hubbard. Although the Air Force records destroyed began with “Hubbard, James,” L. Ron Hubbard served in the Marine Reserves and Navy, and those files now reside in the “vault” area. (Technically no longer a vault, NPRC has an area in the stacks “with greater security controls which contain Specially Protected Holdings,” Levins says.)
Some veterans have even suggested to Levins that the government set the fire “`so they wouldn’t have to pay my benefits.”
One person who still thinks it might have been arson: Elmore.
“The fire was way too big, way too fast,” he says.
Elmore was one of five people who reported the alleged smoker’s admission to the FBI, but he never believed him.
“He wanted attention,” Elmore says of the man. “Anything that he said to any of us, we all took with a huge grain of salt.” (The Associated Press has learned the man’s name but could not locate him or determine if he is still alive.)
Elmore, 75, can’t help wondering if the fire might have been connected to Richard Nixon and the Watergate scandal. G. Gordon Liddy and E. Howard Hunt, leaders of the so-called plumbers who broke into Democratic National Committee headquarters at the Washington hotel, were both veterans.
Levins says there is no definitive list of what was inside the vault in 1973, but that the files of Liddy (Army) and Hunt (Army/Navy) are very much extant. Hunt’s Army record was “impacted by the fire”and partially reconstructed,” Levins says.
Following the fire, Buttery and Elmore helped launch a non-profit veterans service center in St. Louis that helped thousands of former service members find jobs and obtain benefits. Elmore later started a small business, since closed, helping veterans obtain their records.
The former janitors are still friends. But Buttery doesn’t share his buddy’s suspicions.
“I mean, a spark would have ignited, it would have been like a pile of leaves, pile of dry leaves,” says Buttery, 71, who operates a construction business. “I think if anything, it was an accident.”
___=
In 2011, the same year Levins became director, the NPRC moved into a shiny, modern facility on the other side of St. Louis County. The old building, one story shorter than before, remains vacant.
A half century after the fire, Levins still has a team of around 20 people working full-time on about 6,900 fire-related cases.
If there was a silver lining to the fire, Levins says, it’s that it led to advances in records management, storage and restoration.
The government pioneered vacuum-drying methods to salvage water-logged records, developing safety standards that were later adopted by the National Fire Protection Association.
The VA is methodically digitizing the center’s paper records. Between that and redundant backup procedures, Levins is confident something like this can never happen again.
In 1995, a special task force of the National Archives and Records Administration — now an independent agency — concluded that military personnel files were “permanently valuable.” Under a 2004 agreement with the Department of Defense, all OMPF’s will eventually be turned over to NARA and “will never be destroyed,” Levins says.
“I tell the veterans, `In a sense, you’ve been immortalized, because your military record will be kept for the life of the republic,’” he says. “It will be kept for the same length of time as the United States Constitution.”
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3740
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dbpedia
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https://www.newarkpublicsafety.org/nfd/fire-department-history/
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en
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Newark Department of Public Safety
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2021-11-08T20:40:57+00:00
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The Newark Fire Division has been serving and protecting the Newark community for over 350 years. We are proud to have a strong history steeped in commitment to public safety and community service.
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en
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Newark Department of Public Safety
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https://www.newarkpublicsafety.org/nfd/fire-department-history/
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In February 1797, a fire association was organized at a mass meeting held in the Court House. The members were called “associates”. Thus the first fire company was formed in this manner. The sum of one hundred dollars was subscribed and various fire implements, principally hooks, ladders and leather buckets, were bought and two fire engines were ordered from Philadelphia. Over a year had elapsed before the Fire Association was informed that it might have one of the engines ordered “upon discharge of the remaining sums”. The engine was described as a “clumsy little tank on wheels, with long wooden bars fastened to an iron pumping gear”. Men lined up at the bars on each side of the engine while others filled the tank with water from buckets and the water was then thrown upon the fire through an iron pipe. It has also been said that, “such was the beginnings of the right arm of Newark’s municipal economy, safety and security”.
In April 1798, a fire occurred at what now is Gouverneur Street and Mount Pleasant Avenue, on what was then the Governeur Estate. The engine was brought forth, the brigade formed a line from the Passaic River to their engine but there was not enough water to fill the tanks and the barn was destroyed. However, the dwellings on the estate were saved.
In grateful appreciation for his gift of equipment, John A. Buckley, was chosen as the first Chief Engineer of the Newark Fire Department.
In early 1800 a company was chartered to supply Newark with water. Prior to that time, water was obtained from springs and wells. The water was collected and stored in a small reservoir located about one hundred fifty feet south of the present line of Seventh Avenue. But the use of buckets for carrying water at fires still prevailed.
It was the turn of the 19th Century that Newark began to take on the characteristic look which has remained its’ identity ever since, wood frame construction. So much frame construction rendered Newark a veritable “tinderbox” and fire has been an ever-present scourge throughout its’ history.
British sympathizers set many fires during the War of 1812 and at the close of the war the famous “Relief Company 2” was organized.
In 1819, Stephen Dodd and Caleb S. Ward built a fire engine, the first to be manufactured here. A third fire company was promptly established and almost immediately a dispute arose among the three companies about the right to the aforementioned engine. The toss of a penny finally put the dilemma to rest, “Company 1” got the engine, “Company 2” was given Company One’s engine and “Company 3” go the hose. Not much different than today’s method of distributing equipment. *other than now where the engine and hose company together*.
By 1835 and its’ time of incorporation, 1836, Newark had five fire companies.
A great fire occurred on October 27, 1836. A two story frame boarding house on the South side of Market Street, a few doors East of Broad Street was discovered ablaze. The fire spread while frantic calls for help went out to companies from New York, Rahway, Elizabethtown (present day Elizabeth) and Belleville. Eventually the entire area bordered by Market Street, Mulberry Street, Mechanic and Broad Streets was reduced to charred ruins and glowing embers. However, the First Presbyterian Church and the neighboring National State Bank were saved. History records note that a loss of $125,000.00 was realized that day. —-currency in todays money
Possibly in response to the “Great Fire” in 1836 there was a marked increase in the number of fire companies in 1837. They were located as follows: Engine Company #1 was located at the First Presbyterian Church, Engine Company #2 near the Trinity Church on Broad Street, Engine #3 on Hill Street, Engine #4 on Lombardy Street, Engine #5 at 106 Market Street along with Hose Company #1, Engine #6 at the Railroad Depot on Market Street and Engine Company #7 at the Hedenburg Factory on Plane Street. Hook and Ladder Company #1 was at 108 Market Street. As you can see the location of these companies is not much different from their future locations.
In 1845, the Mayor and Common Council entered into a contract with the Aqueduct Water Company for a supply of water to extinguish fires. The water was to be taken from the Passaic River above Belleville and conveyed throughout the city within iron pipes in various diameters ranging from four to twenty four inches.
On the heels of that first water contract the Mayor and Common Council, noticing that an undesirable element had begun to occupy the fire houses. They locked up the buildings and disbanded the companies. They then proceeded with a reorganization retaining eleven units on a part-time basis.
Jacob Allen, Foreman of Engine Company #4 is accorded the sad honor of being the first member of the Newark Fire Department to be killed in the performance of his duties. At a fire at the Newark India Rubber Company on May 28, 1857, Foreman Allen was crushed by a falling wall.
It was around the time of Foreman Allen’s loss that public clamor had arisen for a modernization of the city’s existing fire equipment and at that time that meant steam driven fire engines. The first steamer purchased, built by Amoskeag Manufacturing Company of Manchester, New Hampshire arrived in Newark in 1860. This steamer was assigned to Minnehaha Exempt Steam Fire Engine Company at 320 Broad Street. It could throw four streams of water with a total volume of 600 gallons.
Shortly thereafter, Washington Engine Company #3 obtained a steamer built by Silsby & Mynders of Seneca Falls, New York. However, this steamer was only capable of throwing two streams of water.
Two companies were added were added to the department in 1860. They were Good Will Engine Company #12 at Mill and Webster Streets and Vigilant Engine Company #13 near South Prospect Street. While one can only speculate from the record it is apparent that at this time the city had begun an expansion to the north, to the extent that additional fire protection was warranted.
It has been said that Newark was the first city in the country to use horses for fire department response and purposes. The first official mention of horses was made in 1862 when two horses were purchased for Minnehaha Engine Company #1, Passaic Stream Fire Engine Company #2 and Washington Engine Company #3. An additional horse was purchased for the hose wagon of Engine Company #1.
It was through these innovations, the purchase of steamers and horses as well as the institution of the part paid system, that by 1863 the department’s reorganization became apparent. Whereas the old volunteer system saw large groups of men assigned to the various companies as a group, the newly constituted units consisted of foreman, engineers, drivers, firemen and up to ten horsemen. Salaries were wide ranging in that Engineers received $900.00 per year, Drivers $780.00 and they were required to be available at all times and required to sleep in their stations. Firemen of steam engine companies were paid $75.00 per year, horsemen and privates, $30.00. The stewards and clerks of the hand companies received $70.00 and $40.00 per year respectively.
By the outbreak of the Civil War in 1861, department personnel numbered over 500. At least one third of that number enlisted for service in the Union Armies. Thus began the tradition that members of the Newark Fire Department be among the first to answer their country’s call, a tradition which continues to this day.
At the completion of reorganization in 1870, the Newark Fire Department consisted of seven steam engine companies, two hook and ladder companies and one hose company. Additionally, all engine companies were assigned a horse drawn hose cart and 1000 feet of hose.
1870 also saw the installation of the first permanent telegraph system. Installed by Gamewell and Company of New York, the system consisted of 40 miles of aerial wire, sixty street boxes, eleven large gongs, three small gongs as well as three church bells electrically connected to the system.
Few, if any, poles were used. Instead the wires were hung on the roofs of houses and other structures throughout the city. Fire boxes were locked and the keys left with a responsible citizen whose duty it was to transmit any alarm of visual or reported fire. This practice ceased by 1895 and the boxes were made permanently accessible to the general public resulting in another first, “false alarms”.
By an act of the state legislature in 1879, the Underwriters Protective Association was formed. It was under the auspices of this organization that the first salvage corps was organized. A splendid new apparatus was purchased, fully equipped with the latest salvage equipment and two horses, and housed at 28 Clinton Street.
It is worth noting that six years later in 1885 and also by act of State Legislature, fire and police departments were removed from political control. Oversight and administration became vested in independent boards of fire and police commissioners.
Engine Company 11 was formed in 1888 and placed in quarters at the corner of Central Avenue and South 9th Street, also Truck Company 4 was formed stationed at Lafayette and Congress Streets. As one can see the addition of companies throughout the latter half of the 19th Century signifies the expansion of the city beyond the central business district. The board of Fire Commissioners responded to the needs of this growing city and 1889 they appropriated the monies necessary to take the department into fully paid status.
The birth of the 20th Century also saw the birth of Engine Co’s 15, 16 & 17 in 1901.
One of the worst fires in the history of Newark occurred on April 23, 1904. Early the morning the alarm was sounded for a fire at the saddlery hardware factory of Werner & Co. on Mechanic Street. Soon the news carried that that a fallen wall had claimed its victims. William B. Crane, Engine Co. #3, Jacob Bleyhle and Leo Ross, both of Truck Company #3, were added to the list of immortals that fateful day as they sacrificed their in the line of duty. Many more were injured and some never returned to duty.
1906 saw the formation of Engine Co’s 19, 20, 21 as well as Truck Co. 7, 1908 Engine Co. 22 and in 1909 Truck Co. #8 went into service.
November 26, 1910 will always be remembered as a sad day in the annals of the Newark Fire Department. On High Street, just across from the quarters of Engine Company #4 stood an old factory building occupied by several tenants whose products were of a varied nature. The structure was four stories in height and the top floor was crowded with young women employed by a firm which manufactured undergarments. Side by side they sat on this fateful day busily performing their duties. A lower floor was used by another company which manufactured lamps. Carelessness in their use of gasoline caused a sudden fire. Upstairs the girls, happy in anticipation of the usual Sunday holiday, were startled to see a thin snake-like streak of flame dart through the floor and then an inferno. Material remnants, strewn on the floor in heaps, roared up in a fierce blaze. As fear gripped the hearts of every person in that room reason fled. The gaunt hand of death stretched forth and claimed its victims. Blindly, madly the girls fought for the windows and once there without hesitation they lept, one by one to the street below. Many were unable to reach the windows, so fast did the fire accomplish its work and perished miserably in the flames. For those who jumped it was a merciful quick end. Before the first engine and truck companies could even wheel into position the worst was over. Twenty six lives were lost in the catastrophe, the most awful Newark has ever experienced. When Chief Astley arrived he saw in front of the building a scene of indescribable gruesomeness. Dead bodies and broken life nets were scattered in the streets.
Coincidentally, Chief Astley arrived at this scene in the first automobile to be used in the department followed shortly in 1911 by the first motorized pumping apparatus.
1913 saw the formation of Engine Co’s #23, 24, 25 and Truck #9 each with motorized apparatus.
Three years later in 1916 the voters of the city gave their approval to a two platoon system which went into effect on April 16, 1918.
On December 16, 1918 the position of Lieutenant was abolished. Captains were classified as Class “A” or “B”, with class “A” being those Captains who held the rank prior to and at the time when the title and rank of Lieutenant was abolished. Class “B”, were Captains who advanced to the rank due to the abolition of the rank of Lieutenant.
The fire boat “Newarker” was purchased in 1921.
1923 saw the passing of the horse drawn fire apparatus with the department being fully motorized at the close of that year. The last company to be motorized was Engine Company #13. November 14, 1942, the fireboat “William J. Brennan” was purchased from the federal government and placed into service followed in 1946 by the purchase of the fireboat “Michael P. Duffy” from the United States Coast Guard.
A four alarm fire occurred on April 10, 1948 at the Reilly Tar and Rubber Company. Seventeen engines, four trucks and both fireboats were reported to have worked at this major fire while four firemen were reported injured. Tour 3 came into being on August 25, 1948 with the introduction of the 56 hour workweek.
On July 7, 1951, fire erupted at the Warren Maritime Petroleum Corporation located in Port Newark. This was the first five alarm fire in the history of NFD. The fire involved exploding LPG tanks which flew hundreds of feet in the air. While the record appears incomplete as far as injuries are concerned we do know that no lives were lost.
July 5, 1953 saw the fire at St. Bridget’s Church on Plane Street, now University Ave. went to four alarms, also known as a “four bagger” in fire department lingo. During that same year all fire department vehicles were equipped with two-way radios. Prior to the installation of radios, responding units were required to roll all the way into alarm locations and be ordered up by a Chief on scene directly. The Chief then transmitted his signal by way of the telegraph key located inside the individual alarm boxes.
On March 1, 1959 the 4th Tour was added to the work week, reducing weekly hours from 56 to 42. This necessitated a 25% increase in the size of the department. The year 1959 also saw the fireboat “Michael P. Duffy” taken out of service and replaced several years later in 1964 by the “John F. Kennedy” at a cost of $90,000.00.
The first “snorkel” or elevated platform was placed in service on June 11, 1965. This apparatus was purchased at a cost of $58,000.00 and was placed in service with Truck Company #1 at Mulberry and Lafayette Streets.
On July 28, 1966, Director John P.Caufield, who would become the longest serving director of the Newark Fire Department, placed an order for a Ward-LaFrance 1000 GPM, 6 cylinder diesel powered pumper, the first of its kind for Newark. Upon delivery in 1967, this apparatus was placed in service with Engine Company #6 at Springfield Ave. & Hunterdon Street. 1967 was also the year that the Newark Fire Museum, at the grounds of the museum and the new quarters of Engine 13 and Truck 6 at 714-718 Mt. Prospect Ave. were dedicated.
1967 proved to be the most trying and tragic time not only for the members of the Newark Fire Department but for the City of Newark itself. During the three day period starting at 6 P.M. on July 13th and ending at 6 P.M. on July 16th there were 227 fires. The “Newark Riots” as they have come to be known left 36 members of the department injured, and one, Captain Michael Moran of Engine Company #11 dead. Captain Moran was killed by a sniper’s bullet as he answered an alarm almost directly across the street from company quarters located at Central Avenue and South 9th Street. Ironically, Fire Director John P. Caufield was at the scene when Captain Moran was gunned down. Captain Moran left behind a wife and six children. The “Newark Riots” were a turning point in the history of Newark and its Firemen. The city would never be the same afterwards and the workload of the NFD would increase dramatically for many years to come.
April 20, 1968, fire breaks out in a row of six family, three story frame dwellings in the area of Bergen St. and Avon Avenue. The fire quickly spread to upwards of 36 of these types of structures which engulfed in flames. All the resources of the Newark Fire Department and several surrounding municipalities were brought to bear. When it was over, an area bounded by Avon Avenue, Chadwick Avenue, Bergen Street, Rose Street and Rose Terrace laid in ruins. While Newark had seen its share of multiple building fires, none were of this magnitude, which lead many of those who were there to refer to it as “The Big One”.
In April of 1969, the Professional Fire Officers Association was chartered as Local 1860 of the International Association of Firefighters (IAFF).
With the ever increasing workload came with increasing firefighter injuries. In 1970, 450 firefighters were injured in the line of duty. 1972 the busiest year experienced until that time saw 22,223 alarms answered, with 9,791 working fires and 5,684 false alarms. Salvage units were disbanded that year in order to make way for the new “Tac Squads “, crews of men which were used to supplement manpower at fire scenes.
May 7, 1972 was a rainy night when a fire broke out in an abandoned frame dwelling at Orchard and Pennington Streets. As smoke lay low in the street, first arriving companies were met with a heavy fire condition and a second alarm was transmitted. As second alarm units arrived and began to go to work the building suddenly collapsed. Captain Dominic La Torre of Engine 12, Captain Vic Lardiere of Truck 4 and F/F Russel Schoemer of Truck 5 were killed with many others injured including Schoemer’s brother Rich who was severely burned as he lay in the rubble. Many off duty members arrived at the scene to help dig out their brothers. Once again members of the Newark Fire Department paid for their devotion to duty with their lives.
On May 3, 1974 the Newark Fire Department Training Center opened on the shores of the Passaic River at Jersey Street. “Fireboat 1”, “The JFK”, and her crews were also quartered there.
The first “Telesquirt” was purchased in 1974 and placed in service at Engine 9. Also in 1974, the third deputy division was abolished. Engine Companies 2, 7 & 20 were closed with Engines 20 & 7 becoming Tacs 1 & 2 respectively. Two years later on January 1, 1976, “Tac-2” was eliminated and Engine 7 reopened.
A major fire destroyed the “Mac Gregor” building located at Broad and Lafayette Streets on January 22, 1976. The all night blaze was marked by bitter sub-freezing cold and wind whipped flames. The fire left the four story brick structure gutted and encased in a grotesque ice sculpture. Damage to equipment was estimated in excess of $100,000. Pumpers, aerial and ground ladders, as well as hose had to be literally chopped from the ice which had formed during extinguishing operations.
The city’s deteriorating financial condition manifested itself in 1976 with the layoff of some 66 Firefighters and the demotion of many Fire Officers. It took two years before this blot on the history of the NFD was corrected and the department was returned to full strength.
Two additional “Telesquirts” were purchased in 1977 and placed at Engine Co’s. 14 & 18, bringing the total number of these type of apparatus to three throughout the city.
On December 30, 1977, during the early evening hours, an alarm was transmitted for the Hotel Lucerne at Broad & South Streets. A two alarm assignment was used to battle the blaze. In the end the four story brick structure was completely destroyed and eight civilians had lost their lives. Fire fighting forces were stretched thin that night as a simultaneous two alarm fire ravaged a row of three story frame dwellings at 12th Avenue and Camden Street.
Newark’s bravest were put to the test on May 26, 1978, when three major fires, including two four alarm blazes threatened the city. The first leveled 16 wood frame tenements at Avon Avenue and Ridgewood, a scant six hours later, fire destroyed nine buildings at Mt. Prospect and 6th Avenue. As the fire on Mt. Prospect Avenue was being fought a two alarm blaze broke out in three buildings at High and Crane Sts. Mutual aid units from surrounding towns were called in to battle the second blaze as wind blown embers flew throughout the neighborhoods of the North Ward.
In the summer of 1978, after several years of layoffs, demotions and other budgetary shortfalls, the department proceeded with a major hiring of firefighters. Throughout the months of June, July and August upwards of seventy firefighters were added to the rolls of the department. After an 8 day “crash course” at the training center the young recruits were sent out into the field to supplement roll calls during this high vacation period. Later, in the fall of 1978, all these men were returned to the training center for six weeks of additional training. 1978 also saw the introduction of large diameter hose, specifically 4-inch. This hose would change the way that fire departments nationwide would operate as now they could literally bring the hydrant to the front of the fire building.
Tragedy struck in the early morning hours of December 7, 1978 when a fire was reported at 569 South 12th Street, a three story frame. Arriving units found a condition of almost total involvement. Before the fire was subdued the building was completely destroyed and 12 people had lost their lives.
January 5, 1979 saw fire strike the Arlington Warehouse Company at 50 Paris Street. The structure occupied almost an entire block. The spectacular four alarm fire consumed hundreds of different chemicals. Explosions filled the night sky with flaming fireballs. Nearly the entire fire department fought this dangerous fire which exposed all of the members working there to a myriad of toxic substances. The Fire Dept. response to the health issues this exposure had caused was weak at best. Exposure to chemicals and the dangers it poses to firefighters would not become a “hot button” issue in the fire service until almost a year later when a fire at the Chemical Control Company in neighboring Elizabeth sickened scores of firefighters.
On December 28, 1979, Stanley J. Kossup was promoted to the rank of Fire Chief. He assumed command of the fire department as the city’s 29th Fire Chief.
During the Year of 1980 the department began a transition from the cumbersome “MSA” & “Scott” SCBA to a new lighter “Survivair” model.
On April 21, 1980, a “Signal 11” fire heavenly damaged the quarters of Engine Company #6 located at Springfield Avenue & Hunterdon Street. A three alarm fire on Jacob St. at the time had drawn the company of men away and cooking materials left on the stove ignited the blaze. Members operating on Jacob Street could see smoke in the area of Engine 6 but never imagined that the fire was in their firehouse. Companies responding on later alarms to the Jacob St. fire spotted the blaze as they traveled up Springfield Avenue.
In May of that year one of the busiest days if not the busiest in the history of the department took place. It was May 27th & 28th, fifteen major fires were fought throughout the city. Many of the fires, four going to multiple alarms, occurred simultaneously which necessitated several calls for mutual aid.
On June 1, 1980, Engine Company #1, Truck 3 and the last remaining TAC Squad were shuddered. The line division or “telegraph” would move into Prince Street Firehouse formerly housing Engine 20 and TAC. In addition to the company closings, two Deputy Chiefs, seven Battalion Chiefs and 24 Captains were demoted. A sad day indeed.
On November 18, 1980 all fire department offices were relocated from City Hall to the former Training Academy sight at 1010 18th Avenue. However the Communications Division remained on the 4th floor of City Hall.
Firefighter Harry Halpin reported for duty on August 16, 1980 at 1800 Hrs. Within ten minutes of the duty shift a box was transmitted for Station 3222, a vacant building located at 237-9 Broadway. This would be Firefighter Halpins’ last alarm. A fire escape on the building had been vandalized by the removal of the attaching bolts. When F/F Halpin stepped onto the fire escape to pull some hot spots, the fire escape came crashing down. Firefighter Halpin struck the pavement head first and died four days later at College Hospital without ever regaining consciousness. It was Halpins’ death and the ensuing funeral that was the impetus for the formation of the “Essex County Police & Fire Emerald Society Pipe & Drums”.
July 21, 1981 marked the end of an era within the great Newark Fire Department. A three alarm fire at the “Hotel Benzell” at Broad & Division Streets would be the last fire fought at that sight. The building was undergoing demolition at the time. Over the years seven multiple alarm fires had been fought in this one building with the loss of only three lives. This incredibly low death toll is a testament to the valor of the men serving within the NFD. During its long existence countless numbers of occupants were rescued from the flames at the “Benzell”. On July 21, 1981, no one was sorry to see it go.
During 1981 the department placed five “Continental” 1250 GPM pumpers into service. Engine Co’s 6, 7, 10, 11 & 17 received the new apparatus while Trucks’ 1, 10 & 12 received “Seagrave” 100 Foot rear mounted aerials.
On the evening of August 2, 1981, Firefighter Robert Mullen was struck by a freight train while operating at a brush fire in “The Oak Island” railroad yard. Firefighter Mullens’ arm was severed and if not for the quick action of department members at the scene he would have surely died. Firefighter Mullen would never return to duty.
1981 ended as the busiest year in NFD history. Engine 6 topped 5,000 alarms answered with units like Engines 11 & 7 well over 4,000. Ironically all this occurred as the city continued to down size the department.
A horrible accident occurred at Sussex Avenue and First Street on March 7, 1982. It was Easter Sunday when a car loaded with eight women on their way to early morning church services were struck by an oil tanker at this intersection. The tanker overturned spilling its contents into the vehicle. An overhead power line loosened by the collision then set the oil ablaze. Thick black smoke obscured the severity of the scene. One young girl was able to escape while the other seven women were burned alive. Veteran firefighters who were at the scene say it was one of the most horrific sights they has ever seen and one they would never forget.
On November 30, 1982, Truck Company 2 and Engine 32 were disbanded.
An explosion occurred at the “Texaco” bulk storage facility on Doremus Avenue on January 7, 1983. The blast was felt for miles around. It even knocked a parked locomotive off the tracks. Three storage tanks were leveled and the fire, fueled by several thousand gallons of gasoline, burned for many days. The closing of Engine 32 two months prior was indeed fortuitous in that their quarters were located directly across the street from the incident. Anyone in that building may have been killed or at least seriously injured.
While the Texaco Fire was burning on Doremus Avenue, a four alarm fire destroyed the plant of the “Synflax Corporation” on Avenue P. Explosions and fireballs lit the night sky as drums laden with toners and inks readily exploded.
During 1983, three Ford/American La France 1,000 GPM pumpers were placed into service with Engines 6, 12 & 15. A white “Road-X-Predator” tractor was purchased to replace the bullet nosed “Seagrave” tractor on the 1969 tillered aerial which had started out at Truck 12. The refurbished truck went to Truck Company 5.
On February 1, 1983 the Second Battalion District in Downtown Newark was disbanded and the battalion districts citywide redrawn to distribute the workload and absorb the companies.
On Saint Valentine’s Day in 1983, Engine 32 was placed back in service at their original location at Port Street and Doremus Ave. However, their reinstatement was short lived as they were once again and permanently disbanded on July 1st of that same year.
In response to another budgetary crisis, on November 18, 1983, Engines 13, 14, 16 and 21, as well as Truck 9 and Rescue 1 were placed out of service. Battalion 3 relocated to the quarters of Rescue 1 on Mt. Prospect Avenue and Battalion 5 relocated to the quarters of Engine 14. Bureau of Combustible and Arson Squad personnel were reassigned to ride what was left of within the in service companies.
Fire struck a seven story warehouse on the Passaic River on November 24, 1983. The spectacular blaze burned for hours while a third alarm assignment along with the fireboat fought to bring it under control. Later that same night, all of the units taken out of service were brought back. However, these units were again taken out on December 23 with the layoff of 78 Firefighters and the elimination of Chief’s Aides who were redeployed to in service companies. It was a sad commentary on the attitude of the city father’s toward the brave and dedicated men of the Newark Fire Department.
Noting the potentially disastrous consequences of their actions, and bowing to increasing political pressure, the city government found the funds necessary to reopen all the previously closed companies and reinstate the laid off men on January 5, 1984.
An early morning fire on February 26, 1984 destroyed four buildings on Fourth Street near Sixth Ave. Sub-freezing temperatures hampered firefighting efforts as the fire grew in intensity. At one point it jumped back several backyards and heavily damaged three more buildings on Third St. Additional special calls resulted in a 4th alarm assignment operating at the fire which tragically took the lives of four young children left unattended at home.
Firefighter James Murray from Truck Co. 10 was working a mutual swap on August 12, 1984 in order that a friend could be home with his family for a special occasion. At 0211 hours in the night, Station 2115 was transmitted for a fire at the Gibraltar Building at 48 Academy Street near Halsey. The fire eventually went to three alarms. At about 0320 hours a frantic call went out on the air for a downed firefighter on the 7th floor. Members of Rescue 1 who had set up a first aid station on the 6th floor immediately responded to the call and started CPR on F/F Murray. He was removed via ambulance to College Hospital. Firefighter James Murray was pronounced dead at 0420 hours.
The night of July 12, 1985 saw the destruction of a Newark landmark when Thomm’s Restaurant at Park & Mt.Prospect Avenue burned. So great was the heat and humidity that evening that several firefighters were overcome with heat exhaustion, another fell victim to a heart attack and nearly expired while battling this blaze. The prompt action of firefighters on the scene and the superior treatment by the College Hospital Emergency Room staff combined to save his life. However, he was never able to return to full duty.
1985 was the year of the “Telesquirt” in Newark. Engine 7 became the fourth company so equipped while Engines 9 & 18 had theirs replaced. Truck Co. #1 received a 110 foot rear mounted aerial quint, the first of its’ kind in Newark.
1985 ended tragically. On December 31 of that year Firefighter Marcus Reddick was killed in the line of duty. At 2125 hours, Engine 5 answered Station 5119 for a fire at 50 Madison St. Upon arrival they found a fire on the first floor of a three story frame. Sitting on a third floor window ledge was a non-English speaking woman. Because she appeared panicky and about to jump, as well as owing to the smoke which poured from the window a ladder was raised to her. F/F Reddick immediately started up the ladder intent on making the rescue. As Reddick approached the woman she suddenly came off the ledge wrapping her arms around his head. The force of her crashing into him broke Reddick’s grip on the ladder and sent them both plummeting to the ground below. There is no doubt the woman’s fall was broken by Reddick. F/F Reddick was not so fortunate. He suffered a severe skull fracture in the fall as well as numerous internal injuries and was rushed to University Hospital where he eventually was placed on life support. Further tests on January 2, 1986 revealed no brain activity. It was at this point that his family decided to remove him from life support and to donate his vital organs for use in transplants. The very next day Marcus Reddick’s heart was beating in the chest of another man and his eyes were helping another to see. In death as in life, F/F Marcus Reddick continued to help others.
In February 1986, the fire alarm office was equipped with a new computerized fire alarm system replacing the old “Gamewell” system which was in use since 1907.
John P. Caufield ended his long tenure as Fire Director in July of 1986. Director Caufield had served in that capacity since 1962. He was by far the longest serving Fire Director and his length of service will most likely never be repeated. Claude Coleman of the Police Department was named to replace him.
During his tenure with the Newark Fire Department, Director Caufield was elected to the New Jersey State Senate. As Senator, Mr. Caufield championed for extensive fire safety legislation. To this day, multiple family dwellings are required to have hard wired smoke detectors as a result of Senator Caufield’s efforts. Since its’ adoption this legislation has saved hundreds of lives. Director Caufield passed away on August 24, 1986.
On August 3, 1987, Engine Company #8 was removed from service. However, under intense community pressure it was reopened on November 23.
In an effort to consolidate the newly established Haz-Mat units, Rescue 1 was relocated to the quarters of Truck 1, at Mulberry & Lafayette on September 20, 1987.
February 27, 1988, an explosion and fire at the American Adhesives Company lit the night sky over the “Ironbound” section of the city. The fire, at 411 Wilson Avenue, was especially hard to fight as all personnel were required to wear SCBA at all times while operating at the scene.
The long awaited Haz-Mat Unit was placed in service on March 21, 1988. Numerous phones and radios had to be installed delaying its placement in service. The “Spartan/Steeldrualics” unit was assigned to Rescue 1 / Truck 1 at the Mulberry Street firehouse.
In May of 1988, Director Claude Coleman left the fire department to become Police Director. Mayor James appointed the Fire Chief Kossup as Director and then Captain Lowell Jones as interim Fire Chief, the first African-American to attain that post.
December 10, 1988 saw an incident which appears to be unique in the annals of the Newark Fire Department. That night a four alarm fire destroyed five tenements on South 11th St. near Springfield Avenue. At the height of the fire two of the buildings collapsed and it was thought that firefighters may be trapped. It was at this critical point that Deputy Chief Edward Chrystal called for “all available” apparatus remaining in the city to respond to the scene. This “General Alarm” was a call that had never been transmitted before. All hands were quickly accounted for and the work of extinguishing the blaze continued. However, one civilian was killed during the course of the operation.
Revisions were made to the chain of command on May 11, 1989. At that time it was decided to have all staff division heads report to the Fire Director. All field division chiefs would continue to report to the Fire Chief.
In order to assist within the enforcement of the uniform fire code, the Division of Fire Prevention & Life Safety was reorganized on May 15, 1989. Civilian provisional appointments were made to the titles of Fire Protection and Prevention Specialists and also a supervisory rank was added.
August of 1989 saw the Newark Fire Department thrust into the national spotlight when a fire at the “Hub Recycling Company” destroyed several sections of Interstate 78 near Newark Airport. Traffic had to be redirected around the damaged area as several lanes were closed for months until repairs could be completed.
In the early morning hours of November 21, 1989, a wind driven 4-alarm inferno consumed 16 buildings over a two block area bounded by Irvine Turner Blvd., W. Alpine Street, Johnson Avenue & W. Bigelow Street. Initial firefighting efforts were hampered by several dead hydrants and extremely low water pressure in the vicinity. In addition, sub-freezing temperatures and 70 mile p/hour winds carried large fiery brands and embers several blocks ahead of the fire which started on Irvine Turner Blvd. Extensive use of mutual aid companies was made to cover the city for most of the day.
A second four alarm fire occurred later that same day in a five story brick apartment house at West Kinney and Washington Streets. Once again numerous rescues were made by Newark’s Bravest operating in high wind conditions and sub-freezing temperatures.
It took only two days of the new decade on January 2, 1990 before 12 Newark Firefighters would fall victim to fire. The noontime three alarm fire caught all twelve in a flashover. The fire was located in a five story brick apartment building at Elizabeth Ave. & W. Alpine Street. All the men escaped safely with several suffering severe burns. They were lucky to be alive.
On January 20, 1990, a spectacular early evening four alarm fire destroyed a block long factory at Frelinghuysen and Evergreen. The blaze, which killed a night watchman, took over four hours to vring under control.
On January 22, 1990, a Fire Prevention & Citizen’s Assistance Patrol Program was instituted throughout the city. The program placed every fire unit in the city out on daily patrol in their inspection district during the hours of 3:30-5:30 & 6:15-8:00 PM. This was done in an effort to bring firefighters into the view of the public, help the general public where needed and for early fire detection. The program was discontinued in June after five months of implementation.
All members of the department began receiving individual facepieces on March 7, 1990. This was done as part of the changeover to the new “Scott 4.5” SCBA.
Sunday morning November 24, 1991 saw the fire department celebrate the “Annual Memorial Mass” at St. Patrick’s Pro-Cathedral on Washington Street. Just after lunch, the brothers of the Vailsburg firehouse received a call to Station 1644 for a fire at 21 Spencer St. For Captain Joe McCarthy it would be his final alarm. After a splendid attack on the fire, Captain Mccarthy was working with his men when he received an electrical shock which led to a massive heart attack. Efforts to revive him were unsuccessful. Captain McCarthy was a devoted fireman, husband and father. That evening a pall of sadness enveloped the entire Newark Fire Department.
On July 23, 1992, a two alarm fire destroyed the South Park Presbyterian Church located on Broad St. & Lincoln Park. At the time, Newark City Historian Charles Cummings noted that this was one of the great landmarks of the city and was on the National Register of Historic Buildings. History notes that the 16th President, Abraham Lincoln, once spoke on the steps of the church. For a time the fire threatened to spread to newly renovated apartments on the south side of the scene, but a quick deployment of portable monitors halted the fire spread.
Just two weeks later a fire of suspicious origin destroyed the last two dwellings on Peshine Avenue. This area of the 4th Battalion had long been a hot bed of activity for the department. Unfortunately the final fire took the life of a life long city resident.
Chief’s aides were taken away in 1992 and returned to field units. In 1993 six new “GMC Suburban SUV’s” were placed in service for use as field chief “gigs”.
On June 21, 1993 a four alarm fire destroyed the “Clark Thread Mill Company” at 54 Clark Street on the corner of Passaic Street. First due Battalion Chief Tom Saccone found the rambling block long, four story structure fully involved in fire upon his arrival on the scene. The incident quickly escalated to four alarms as mutual aid units manned the city’s firehouses. Acting Deputy Chief Harry Carter will long be remembered for his “abandon ship” order which cleared Clark Street just before the south wall of the building fell onto the spot recently occupied by Engine 9 & Engine 15.
Tuesday, October 12, at 1315 hrs, Station 3212 was transmitted for a fire in the Emmanuel Church of Christ Disciples of Christ, across from the quarters of Engine 9. Once again mutual aid units manned Newark’s firehouses as the fire was being brought under control. It was through sheer tenacity that the fire was kept from spreading to the surrounding neighborhoods. The fire completely destroyed the church.
The evening of October 28, 1994 was just one more night in the firehouse, until tragedy struck. Shortly after midnight on October 29, units were dispatched to a reported fire at 62 Chester Avenue. Firefighter Michael Delane, after hearing reports of firefighters in distress on the roof of the building, dashed up Truck 7’s aerial ladder to help his brothers. As he was descending the aerial, assisting rookie F/F Juan Ramos with a saw, he contacted the primary power lines adjacent to his position. He was immediately electrocuted and died a short time later. His funeral was the largest in recent memory. Over 6,000 firefighters from across America and Canada attended the funeral at the Cathedral of the Sacred Heart. F/F Ramos of Truck 7 was severely burned in the incident but has since made a full recovery.
1995 was the year that new turnout gear and station wear was issued to the men. Prior to this members had to purchase this equipment for themselves.
October 4, 1995 was another historic day for the City of Newark. Pope John Paul II along with President Bill Clinton visited Newark for a prayer service and conference. It was during that visit that his holiness designated Sacred Heart a Cathedral-Basilica. The NFD was deeply involved in the planning for this momentous occasion. Members were stationed at the point of the Papal entrance on Ridge Street as well as the helicopter landing site within Branch-Brook Park. Battalion Chiefs Harry Carter and Jim Smith supervised operations.
A four alarm fire in March 1996 destroyed the landmark “Vesuvius” restaurant on Bloomfield Avenue. The fire came after a night which saw four other fires ravage the city.
Newark Airport experienced it’s first ever on sight crash on July 31, 1997. A “Fedex” air cargo jet had just touched down when it suddenly bounced out if control and flipped while it skidded toward the terminal areas. Fortunately it stopped short of the terminal. It burst into flames and members of both the NFD and Port Authority worked to extinguish the inferno. Surprisingly there were no fatalities as the crew was able via a cockpit window.
On April 13 a fire at 611 MLK Blvd. – a multi-story high rise was reported. Ironically all members had just wrapped up a high rise drill at the Prudential Building that very morning. Rare is the day when the lessons learned in a drill are put to use that soon.
June 8 saw a major fire at the wood chip facility on Avenue P. Fire units were hard pressed to approach the scene due to the throngs of people in the Ironbound Section of the city for the Annual Portuguese Festival. As if that wasn’t enough, water supply problems also hampered suppression efforts. However, the fire was eventually contained to its area of origin.
On December 3, 1997 the “Miracle on Pulaski Street” came to pass. At 2340 Hrs. telephone calls came into the alarm center reporting an explosion in the area of St. Casimir’s on Pulaski Street. Upon arrival, Battalion Chief Joe Ryan was met by what he described as a severe fire with flames blowing up out of the stairway leading to the basement. There was also a heavy smoke condition in the main body of the church. Engine 14 obtained a water supply and directed a 2 ½ “ hoseline into the basement stairway. Assisted by Engine 12 with a handline, the two companies fought their way into the church basement, leap-frogging past each other.
The tenacious work of these two companies, under the command of Captains Bill Boan & Robert Tittle, soon had the fire under control. Newark’s Bravest were victorious in their quest to save an historic church, a rare achievement indeed.
On January 2nd, 1998 – Engine Company # 8 was finally disbanded.
It was on December 23rd 1998 that the Newark Fire Department lost its long time Chaplain, the Rev. Msgr. Horton J. Raught. Msgr. Raught served as Chaplain from 1971 until his death in 1998. He was a Roman Catholic Priest for over 50 years, being ordained on June 3rd 1944. As honorary Deputy Chief, Monsignor never missed a multiple alarm fire regardless of the time of day or weather conditions. He was a fixture at every fire department event from the joyous to the tragic. He truly loved the fire service from his earliest days as a priest when he was assigned to a parish located next door to East Orange Fire Headquarters. His spiritual guidance and support were a mainstay of the Newark Fire Department for many years.
On May 22, 2001 and early afternoon fire broke out at 47 Baeumont Place in the city’s “Forest Hill” section. Firefighter Lawrence Webb of Engine 13 was one of the first on the scene and immediately began an aggressive attack of the fire building. F/F Webb and the members of his crew had reached the upper floors when conditions began to rapidly deteriorate forcing them back down. Upon their reassembly on a lower floor, the members of Engine 13 recognized that F/F Webb had not made it down with them.
The “Rapid Intervention Team” was summoned along with other companies at the scene, performed a search of the fire floor locating F/F Webb amongst some furniture around the floor. Firefighter Webb was in cardiac arrest, he was removed and measures were immediately taken to revive him. These efforts proved fruitless and F/F Webb was pronounced dead at a nearby hospital. He was a mere 37 years old and the hero son of retired Captain Willie Webb.
Tuesday, September 11, 2001 dawned a bright and beautiful late summer morning. The men of the Newark Fire Department were going about their morning routine when the news came that a plane had struck the “North Tower” of the “World Trade Center” located in Manhattan, New York City. From their rooftops and all across Newark, many people could see the tragedy unfolding in the thick black smoke that billowed out from the upper floors of that doomed tower. As firefighters from across the nation watched in disbelief and prayed for their brothers, who were in the midst of the fight of their lives, the unimaginable happened when a second plane was piloted directly into the “South Tower” setting it ablaze as well.
343 Firefighters lost their lives, along with other first responders, in the resulting collapse of those two towers on that solemn day. It was the darkest day in the annals of the American Fire Service by far. Several thousand civilians also lost their lives. However, some 25,000 people are a living legacy to the heroism of the FDNY as they were led to safety by those brave men, many of whom would eventually perish in the performance of their heroic work.
Many members of the Newark Fire Department responded to “Ground Zero” that tragic night and in the days that followed, digging through the massive pile of rubble in the vain hope that someone might still be alive. Many were forever changed by the experience.
The blow to the members of the FDNY and their families was devastating. The sheer number of funerals to attend was daunting. Millions of dollars were raised by the IAFF as well as scores of individuals and corporations for the relief of the survivors and family members who lost loved ones.
Inspired by being at “Ground Zero” and “working at the pile” , Firefighter Frank Bellina, then coordinator of the Newark Fire Museum, began to search the internet for an old fire engine that could be used for fallen firefighters. He found one from a liquidation company in Kentucky. After hearing Firefighter Bellina’s plan, the liquidator offered to sell the “Mack” fire engine to the Historical Association for $11,000, far below market value. The 1958 “Mack-B” pumper is the identical model purchased by the Newark Fire Department for use throughout the city in the late 50’s & 60’s.
Since the purchase of “The Mack” as it has come to be known, it has been completely restored, with a lift built into the former hosebed for the lowering and raising of a casket. It is used in line of duty funerals as a Caisson Unit, as it was for several of the fallen firefighters of 9/11. It is also used to maintain a presence and to transport flowers at the funerals of active and retired members of the fire service. In June of 2005, it was named by then Governor Richard Codey as the “Official State Caisson Unit”. A bolt from the “World Trade Center” was installed on the rig in order to commemorate the sacrifice of the “343”.
Members working out of rank or “acting” as it was called was terminated as a practice on December 13, 2001. From that point on any Fire Officer vacancy had to be filled by a member of equal rank.
2002 saw the end of the department work schedule that had been in place since the 4th Tour was added in 1959. On May 28th of that year, after negotiations with the city, Fire Officers moved to twenty-four on, forty-eight off, twenty-four on, ninety-six off schedule. This schedule was implemented because at that time the firefighters had yet to negotiate a twenty-four hour on work schedule and it afforded the department some amount of managerial continuity. However, on January 31, 2003, firefighters were placed on a twenty-four hour work schedule with seventy-two hours off with both bargaining units being brought into alignment on January 1, 2006.
To no surprise, in response to the terror attacks of “9/11”, homeland security became a hot button issue with both federal and local governments. The need for specialized equipment and trained personnel became apparent. The Urban Area Security Initiative was formed to serve the cities of Newark and Jersey City as well as the surrounding counties.
To meet the challenges of the expanding role of homeland security, the department closed the Haz-Mat Office in 2006 and formed the “Special Operations Division”.
With the demolition of the Mulberry Street firehouse to may way for the “Prudential Center”, Rescue 1, Truck 1, or Ladder 1 as it is now called, the Training Division, the Fire Officer’s Union and the Special Operations (Special-Ops) Divisions were moved to their new location at the sight of the old “Borden’s Dairy” at 191 Orange Street. A training center was constructed at the sight by the members of “Special-Ops” and most of the related equipment was moved there. Today the Special Operations Division of the Newark Fire Department operates Rescue #2, a heavy rescue truck located on Clinton Ave. firehouse. Rescue 2 is primarily used as a collapse unit and for “Urban Search & Rescue” operations. Fireboat #1, “The Guardian” is docked at the city channel on Corbin Street. The “Foam Tender” which carries 4000 gallons of “Universal Gold” concentrated foam and is part of the regional foam cache, is ready to respond to any major incident. The Cascade Unit, is capable of filling air tanks at fire scenes and also serves as a primary rehab unit for the department. The Haz-Mat Division consists of Rescue 1, Ladder 11, the Decon/Spill Unit and Haz-Mat #2. Haz-Mat #2 is used for specialized haz-mat and confined space incidents in conjunction with Rescue #2.
“Reflecting the tradition, honor and pride of the over 200 year old Newark Fire Department, the Newark Firefighter’s Pipe Band was founded in December 2003”, as their website states. The band is unique in that it is a mix of ethnic groups. The only requirement for membership is that you are an active or retired Newark Firefighter. The band quickly established itself and today performs at many civic, charitable and social functions. However, perhaps the most important aspect of its mission is their participation in the funerals of our fallen and departed members. To quote Don Gilmartin, one of the bands founders, “we want to send our heroes off as they deserve to be sent off”.
The election of Corey Booker as Mayor of Newark in 2006 ushered in a new era for the Newark Fire Department. Former Chief and then Director Lowell Jones was replaced by David Giordano. Director David Giordano was formerly President of the Newark Firemen’s Union and his appointment spelled a new direction for the members of the NFD. A notable early change came as the department returned to using the color red on all new and reconditioned apparatus. While a small step, it was a welcome development to a profession so steeped in tradition. Almost immediately Director Giordano also discontinued the practice of rotationally closing of companies. Although Engines 17 & 21 as well as Ladder 9 were closed permanently, all remaining units were returned to a normal 4 tour operation. He also ordered that summer uniforms, golf style shirts and shorts, be instituted on May 15th 2007.
In July of 2006, Engine #6 along with Deputy 1 was moved back to their old quarters at Springfield Ave. and Hunterdon Street.
In May of 2007, Deputy Chief Michael J. Lalor was promoted to Fire Chief. Chief Lalor had been serving on an interim basis for a year until finally promoted using the Civil Service procedure.
In November 2008 a long standing tradition in the Newark Fire Department came to a close. The retirement of Battalion Chief James Titcomb marked the end of a family lineage stretching back over 100 years. Chief Titcomb’s father, grandfather & great-grandfather were all members of the Newark Fire Department. While many families have given two or three generations, the Titcomb family has given on of the most enduring legacies that has ever served our proud department.
The long history of the Newark Fire Department has been filled with pride, heroism and devotion to duty. These attributes have manifested themselves in many ways both on and off the fireground. This brief overview has barely scratched the surface of the contributions that various members and organizations have made to the betterment of not only the citizen’s of Newark but to society as a whole. Our unions have been at the forefront of Firefighter health and safety as well as gaining and preserving an enhanced standard of living for their members. Our fraternal organizations have made works of charity and benevolence one in the same with our profession.
However, the reputation we have built as a department has not come cheaply, as is the case with most things that are good. Many who have chosen this profession as their life’s work have stared down the face of death and been triumphant, many have not and their names are inscribed on these pages. Those who have made the supreme sacrifice are the true heroes. We are mindful of the words of Lincoln in his address at Gettysburg, “that from these honored dead we take increased devotion to that cause for which they gave their last full measure of devotion, and that we are here highly resolve that these dead shall not have died in vain”. His words call us to persevere in the face of adversity and to continue to uphold the highest traditions that are The Newark Fire Department”
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https://northbendwa.gov/78/Fire-Services
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North Bend, WA - Official Website
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https://northbendwa.gov/images/favicon.ico
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https://northbendwa.gov/images/favicon.ico
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A Consolidated, Joint Effort
On January 1, 1999, the City of North Bend joined a consolidation of several fire departments creating what is now known as Eastside Fire and Rescue. A board of directors consisting of elected officials representing each of the consolidated agencies governs the fire department. This includes a board member from the North Bend City Council.
Available Services
Eastside Fire and Rescue provides a complete range of services including fire prevention, public education, emergency medical care, fire protection, and several special operations teams. These teams are trained in wildland fires, technical and swift water rescue skills, hazardous materials control, and terrorism / security.
North Bend Station 87
Station 87 is a 13,166 Square foot facility with five apparatus bays, one of which is a double length bay that can accommodate two vehicles or one longer ladder truck. The Station houses 1 Ladder Truck, 1 Engine, 1 Tender, 1 Aid Car, and 1 Medic Unit.
Eastside Fire and Rescue staffs the station with three Firefighter/EMTs 24/7/365, that primarily respond in the first out Ladder 87. Bellevue Fire Department, under contract with King County EMS, staffs a Medic Unit with two Firefighter/Paramedics 24/7/365 at this station. Five Volunteer Firefighters also report to Station 87.
Blood pressure checks are available in the front lobby when the crew is in quarters. Information on Burn Permits and CPR Classes may be obtained by visiting our website.
History of North Bend's Firefighters
Early records from the Town of North Bend indicate that the volunteer firefighting force has been in existence since the 1920s. A few businesses and a privately owned water company installed hydrants in the town after a few uncontrolled fires, and the city fathers decided to buy a four-wheel chemical wagon with a homemade ladder and a two-wheel hose cart with about 200 feet of hose. This equipment was stored in the wooden frame fire station on Main Street. The wooden frame fire station was replaced with a two-bay concrete building constructed in 1947 on the same property, only facing West Second Street instead of Main Street where it stood for many years. On July 9, 2013, the new North Bend Fire Station 87 was completed and firefighters moved from the old Main Street location to the new site located at 500 Maloney Grove Avenue SE in North Bend. A Community Open House and Dedication Ceremony was held on July 20, 2013.
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https://www.london-fire.gov.uk/schools/primary-school-visits/
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Primary school visits.
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Did you know that London Fire Brigade visits primary schools to run fire safety workshops? Find out more and books yours here.
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https://www.london-fire.gov.uk/schools/primary-school-visits/
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Why we visit primary schools
Officers use their training, experience and expertise to deliver fire safety messages in a sensitive and reassuring way so children understand the importance of home fire safety without becoming worried about a fire happening in their home. There are two different workshop sessions on offer to teach younger children about fire safety.
School visits for Year 2 – Key Stage 1
Children aged 5-7 learn that fire is dangerous, and can hurt people. They'll learn about common fire hazards, and to never play with matches and lighters. We also talk about smoke alarms and how they keep homes safe from fire, what to do in an emergency if there is a fire, and how to call 999.
School visits for Year 5 – Key Stage 2
This session for older children goes into more detail. lt explains that fire kills, destroys homes and spreads quickly. lt educates that smoke can be as dangerous as fire, how smoke alarms work, and how to make sure they are working properly. We'll talk about how to make fire escape plans from homes (including tower blocks), what to do if there is a fire, and how to call 999.
Interested?
Book a school visit
What to expect
Careful, age-appropriate advice to help children understand the dangers of fire.
A session that can be adapted to any additional special needs – we want every pupil to be able to fully participate in learning.
We will discuss and explore preventing, detecting and escaping a fire in the home.
Our experienced Education Officers will handle the subject matter sensitively and carefully, with considerations to all children’s needs.
What not to expect
Fire demonstrations in the playground.
For the sessions to be held as an assembly – we’ve found that this isn’t a great way to talk to the children about fire safety, as the message can get lost in translation.
Our firefighters and education officers to arrive in a fire engine.
Good to know
The workshops are carefully managed to reduce children's natural curiosity about fire – and to reduce the risk of that curiosity developing into an interest in deliberately lighting fires.
Although our aim is to help children become more 'fire safe' by teaching them about the dangers of fire and smoke, responsibility for making their home safer is very much placed with parents and guardians.
This approach is really important for younger children who could easily become overwhelmed or anxious if they feel responsible for keeping others safe. It also means that they don't put themselves at risk by trying to deal with fire hazards themselves.
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https://dallascityhall.com/departments/fire-rescue/Pages/default.aspx
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en
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Dallas Fire Rescue DFR
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https://dallascityhall.com:443/departments/fire-rescue/Pages/default.aspx
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Purpose
Dallas Fire-Rescue exists to provide the citizens of Dallas the most effective and rapid emergency, fire, rescue, and prevention services in an ever-changing environment.
Mission Statement
Our mission is to prevent and suppress fires, educate and rescue citizens, provide emergency medical services, promote public safety and foster community relations.
Vision Statement
To be the best trained, technologically advanced, customer-focused fire service organization in the country.
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https://www.edinburghmuseums.org.uk/whats-on/edinburgh-rising-ashes-200-years-scottish-fire-service
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Edinburgh Rising from the Ashes: 200 Years of the Scottish Fire Service
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2024-03-21T15:23:36+00:00
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This year celebrates 200 years of the world’s first municipal Fire Brigade – founded right here in Edinburgh.
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https://www.edinburghmuseums.org.uk/sites/default/files/favicon_0.ico
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Museums and Galleries Edinburgh
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https://www.edinburghmuseums.org.uk/whats-on/edinburgh-rising-ashes-200-years-scottish-fire-service
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This year celebrates 200 years of the world’s first municipal Fire Brigade – founded right here in Edinburgh.
Journey through two centuries of firefighting legacy with our special exhibition created in partnership with the Museum of Scottish Fire Heritage. From its humble beginnings in 1824 to the modern-day achievements as the Scottish Fire and Rescue Service, explore the remarkable history, stories, and contributions of Edinburgh’s Fire Service.
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https://www.usfa.fema.gov/index.html
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en
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U.S. Fire Administration
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The U.S. Fire Administration is the lead federal agency for fire data collection, public fire education, fire research and fire service training.
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/favicon.ico
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U.S. Fire Administration
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https://www.usfa.fema.gov/index.html
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For most students, the last fire safety training they received was in grade school, but with new independence come new responsibilities. It is important that both off-campus and on-campus students know their fire risks and prevention actions that could save their lives.
More resources to share with your community
Community Risk Reduction
Did you know:
Approximately 25% of all campus fire fatalities follow a party.
There are several specific causes for fires in on- and off-campus college housing, including cooking, candles, smoking and overloaded power strips.
Share campus fire safety materials
National Fire Data Center
USFA announces effort to launch new fire information and analytics platform
The USFA is leading a national effort to develop and launch a new interoperable fire information and innovative analytics platform, known as the National Emergency Response Information System (NERIS).
Learn about NERIS
Fire/EMS Training
Invest in yourself
The National Fire Academy has the courses to help you meet your professional development goals and reduce all-hazards risks in your community. The courses you take through the NFA can be considered for college credit.
View courses with vacancies
USFA Blog
New resources help communities plan for extreme heat
Heat-related illnesses and death are largely preventable with proper planning, education and action. Get 2 new resources from National Integrated Heat Health Information System to support communities and local leaders with heat planning and response efforts.
Read the article
USFA Blog
Using standards when selecting and purchasing responder equipment
Read the report by DHS that provides guidance related to the use of standards when selecting and purchasing protective and operational equipment for public safety organizations, including law enforcement agencies, fire departments and emergency medical services agencies.
Read the article
USFA Blog
2023 East Palestine train derailment and hazmat release
The National Transportation and Safety Board releases its findings and recommendations related to the investigation of the East Palestine, Ohio freight train derailment.
Read the article
Podcast Espisode 31
ISLAND: How to create an environment where people thrive
Learn about ISLAND, a tool to help you engage your personnel and help them thrive.
Listen to the podcast
USFA Blog
New tools launch to raise awareness on wildland urban interface fire
Learn more about the new tools USFA is launching to apply consistent data in the implementation of community risk reduction, code adoption and enforcement, mitigation, and planning efforts.
Read the article
USFA Blog
Become a Gold Helmet Department
Become a Gold Helmet Department to show you're actively involved in helping researchers investigate the link between firefighting and cancer. The Gold Helmet Challenge is an initiative from the National Institute of Occupational Safety and Health to recognize fire departments that achieve high participation rates in the National Firefighter Registry.
Read the article
USFA reauthorization further advances 50 years of fire service to nation
Discover how President Biden's bill reauthorizing the U.S. Fire Administration through 2028 strengthens America's fire safety efforts. For 50 years, USFA has led in preventing fires, training firefighters globally, and enhancing public awareness.
Read the release
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https://www.masc.sc/uptown/02-2019/day-life-firefighter
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en
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Day in the Life of a Firefighter
|
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Conway Fire Chief Phillip "Le" Hendrick Jr. isn't exaggerating when he says he was born into the fire service.Born into a firefighting family, Conway Fire Chief Phillip Hendrick Jr.'s career began as a 15-year-old cadet. Photo: City of Conway.
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en
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MASC
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https://www.masc.sc/uptown/02-2019/day-life-firefighter
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Conway Fire Chief Phillip "Le" Hendrick Jr. isn't exaggerating when he says he was born into the fire service.
Born into a firefighting family, Conway Fire Chief Phillip Hendrick Jr.'s
career began as a 15-year-old cadet. Photo: City of Conway.
His father, who retired as the assistant chief of the Conway Fire Department, took his infant son to the fire station for a visit before the family even made it home from the hospital. Le Hendrick started at age 15 as a cadet in Conway, and hung around the fire station every day after school and on weekends. He became a volunteer firefighter and later worked for the Horry County Fire Department because nepotism rules prevented him from working in Conway. Once his father retired, Le moved to the Conway department, where he worked his way up, serving as a full-time firefighter, lieutenant, captain and battalion chief before being named chief in 2014.
"I've been here my whole life, literally," Hendrick said. "It's all I've ever known. All I wanted to do was work here. I put my whole life into it."
That longevity is not unusual in fire departments — large and small — around the state. Firefighters are known for dedicating their lives to the fire service, working 24-hour shifts, responding to fires and explosions, automobile accidents and medical emergencies. They clean trucks and service equipment, talk to groups about the importance of fire safety, and take part in physical fitness training. And they belong to what many of them refer to as the brotherhood of firefighters.
"To be a firefighter, it has to be in your heart. You want to do it all the time. You have that passion to help people," said Hampton Deputy Chief Thomas Smith, who has been with the fire department since 1988. "It's rewarding helping people in their time of need. That's why you find people that want to do it forever."
Whether departments are staffed with full-time career firefighters or a combination of paid firefighters and volunteers, they all adhere to a standard daily routine.
Many work 24 hours on and 48 hours off schedules, with the shifts typically starting and ending at 7 a.m. or 8 a.m. The first order of business is checking all the apparatus, making sure the trucks, equipment, breathing apparatus and other devices are ready for service. Most departments usually do at least an hour of physical fitness training during each shift. Then there are public talks, training and other duties assigned through the shift commander. Firefighters may spend time working on pre-emergency plans, inspecting businesses or hydrants, or talking to schools and community groups.
"That's the utopia, the roadmap," Hendrick said. "I usually look at my schedule when I wake up and do the complete opposite. Every day is different."
The set daily schedules don't include the fires or the vehicle accidents or medical first response calls that more departments now cover. Those medical calls account for about 65 percent of the calls the Conway department handles, he said. That percentage is typical in many departments around the state.
As Hilton Head Island Fire Chief Brad Tadlock said, "We build a day, and then run calls and plug in the day around it."
Hilton Head Island Fire Chief Brad Tadlock began firefighting as a volunteer,
and has served with Hilton Head Island Fire Rescue and its predecessors
for more than 30 years. Photo: Town of Hilton Head Island.
While firefighters on Hilton Head Island work a 24-hour shift and have a full schedule of work activities planned between 8 a.m. through 5 p.m., "very seldom do we get through a day and stay on schedule because we have calls," he said.
Tadlock has served with Hilton Head Island Fire Rescue and its predecessors more than 30 years, starting when the island was a quieter and smaller tourist-heavy community. He had been a volunteer firefighter in the Midwest when he decided he wanted to pursue a career in the fire service.
The Hilton Head Island department, like many others, provides fire and EMS services, with all firefighters trained as basic emergency medical technicians and half of the 108 line firefighters doubling as certified paramedics.
"That's becoming more common. When I started there weren't many fire departments that had paramedic transport. There are a lot more now," Tadlock said. "Fire stations are strategically located to have good response times to fire. So you already have location and infrastructure in place."
The call volume increases on Hilton Head Island from April through Labor Day, although the town's winter and year-round population is growing. Fire Rescue has 145 employees, with 108 firefighters on trucks. It also manages the 911 center for Hilton Head and Daufuskie islands.
Many smaller South Carolina cities and towns, such as Hampton, rely on a combination of full-time and volunteer firefighters to staff their stations. Hampton has two full-time firefighters, including a deputy chief, who share the workload with part-time and volunteer firefighters.
The full-time firefighters work 8 a.m. to 5 p.m. weekdays, while the volunteers help with after-hour calls and response. Most of those 20 to 22 volunteers — 60 to 70 percent — are full-time firefighters in other departments, says Thomas Smith, the Hampton deputy chief. That type of support is common, with departments quick to volunteer and help out their fellow firefighters.
"I've been a full-time firefighter since '89, but I've also always volunteered somewhere," Smith said.
Full-time firefighters are not allowed to volunteer for the department that employs them.
Working in Hampton, population 2,500, Smith also understands the side of responding to vehicle accidents or fires where friends and neighbors are affected. The majority of the department's full-time and volunteer firefighters are EMTs, while a few are also paramedics.
"Being a small town, when we respond it's usually somebody we know or we have heard of. That can be a difficult side of it," Smith said.
Firefighters also help their communities through natural disasters — something Conway has seen plenty of in recent years. Hurricane Florence flooded the city last September, guaranteeing Hendrick, the fire chief who also serves as the city's emergency manager, will be working for months on the recovery. After an ice storm in 2014, a flood in 2015, Hurricane Matthew in 2016 and Hurricane Irma in 2017, he feels as if he's becoming an expert dealing with FEMA.
"Five years in a row. It's a skillset I don't want, but we're getting pretty good at it," he said.
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https://www.brainscape.com/flashcards/chapter-1-the-history-and-orientation-of-10315860/packs/18447076
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CHAPTER 1 - The History and Orientation of the Fire Service Flashcards by Brandon Clark
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Study CHAPTER 1 - The History and Orientation of the Fire Service flashcards from Brandon Clark's class online, or in Brainscape's iPhone or Android app. ✓ Learn faster with spaced repetition.
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https://www.brainscape.com/flashcards/chapter-1-the-history-and-orientation-of-10315860/packs/18447076
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Augustus Caesar created what was probably the first fire department, called the Familia Publica, in
A. 100 B.C.
B. 24 B.C.
C. 1 B.C.
D. 10 A.D.
The fire service draws its authority from the governing entity, and the head of the department is accountable to the
A. fire chief.
B. insurance companies.
C. leader of the governing body.
D. civil servants.
In the 1700s, a fire mark indicated
A. the homeowner had fire insurance.
B. the homeowner was a career fire fighter.
C. the homeowner was a volunteer fire fighter.
D. the home had a previous fire.
Which of the following tips was recommended for parked emergency vehicles?
A. The driver must remain with the parked vehicle at all times.
B. Emergency vehicles must be parked parallel to the roadway.
C. Chock the wheels if the vehicle is not parked on a flat surface.
D. Use the parking brake and chock the wheels anytime the vehicle is parked.
When arriving on the scene of an incident, firefighters must establish a temporary work zone. When the fire truck or other emergency vehicle is parked at an angle across lanes of traffic, to serve as a shield, it is placed in the _________ position.
A. lane control
B. safety
C. barricade
D. block
Regarding reflective trim on helmets, which of the following is true when working in or near moving traffic.
A. Reflective trim is required only during hours of low lighting (dusk, dawn, nighttime).
B. Reflective trim must cover all sides of the helmet.
C. Reflective trim, at a minimum, must cover the front and back of the helmet.
D. A reflective-trim helmet is not necessary if the firefighter has other reflective stripes on their turnout gear or is wearing a high-visability vest.
Which of the following general precautions should be observed by power tool users?
A. All observers should be kept at a safe distance away from the work area.
B. Tools should be maintained with care. They should be kept sharp and clean for the best performance.
C. Disconnect tools when not in use, before servicing, and when changing accessories such as blades, bits, and cutters.
D. All of the above.
Which of the following describes a key responsibly of a firefighter who used the Tag System?
A. The firefighter must wear the tag at all times within the fireground perimeter.
B. Only firefighters who are entering a live-fire building need to use the tag system.
C. All fireground personnel must collect their tag before leaving the scene.
D. The firefighters involved on scene must wait until the designated person who retains the tags hands them back out after the incident.
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https://www.fire.ca.gov/about/our-organization
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Our Organization
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CAL FIRE is a State agency responsible for protecting natural resources from fire on land designated by the State Board of Forestry as State Responsibility Area (SRA). CAL FIRE also manages the State Forest system and has responsibility to enforce the forest practice regulations, which govern forestry practices on private and other non-federal lands. Two major themes are attendant to the CAL FIRE mission. One is the protection of the State's merchantable timber on all non-federal lands from improper logging activities and the other is the protection of the State's grass, brush, and tree covered watersheds in SRA from wildland fire. CAL FIRE is a "conservation agency" with origins stemming from the "Conservation Movement" of the last century.
In the latter half of the 19th century, Americans collectively voiced concern about the health and long term availability of the Nation's timber supply. They were alarmed by newspaper accounts of a succession of conflagration fires that had burned millions of acres in the upper mid-West and by the continuing reports of massive timber destruction by homestead and lumber industry land clearing practices. The prevalent idea that at least one-fifth of a given land area should be covered in trees to sustain a successful agricultural industry added weight to the anxiety and led to deliberations on how to control western development of the public domain (Federal land). A widely circulated belief that America might face a timber "famine" or shortage gave momentum to the dialogue. Many also believed that trees caused it to rain and by removing them the Nation ran the risk of converting its western territories, if not the whole country, into a vast desert. Also, the prevailing attitude that the forests of America were infinite, and infinitely forgiving of mankind's exploits, was beginning to wane especially now that the American frontier had reached the western shore.
The 19th century was a period of rapid western expansion for America and the general rule was to transfer the public domain (Federal land) into private ownership. But a growing number of Americans wanted to see the Federal Government withdraw certain tracts of the public domain from private settlement and manage the areas in trust for present and future generations. Two parallel movements emerged to address the disposition of the public domain. One was the drive to "preserve" the Nation's natural wonders from privatization. The other was to "conserve" the Nation's storehouse of lumber trees. The first could be said to have started in 1864 when the United States Government gifted the Yosemite Grant and Mariposa Grove to the State of California. In 1866, the California State Legislature accepted this land grant with the understanding that the areas were to be managed for the benefit of present and future generations. Although it was a State park, these two grants signaled the beginning of a federal park program. The advent of a true national park system came with the creation of Yellowstone National Park in 1872 in Wyoming, some 18 years before Yosemite itself became a national park.
The United States Army was assigned the responsibility to patrol and protect this area. The Army's role included the detection and suppression of wildfire within park boundaries. This was no small task considering the size of the sanctuary, the crude equipment at hand, and the few troops that were assigned. Even though the U.S. Cavalry was a far cry from the wildland fire profession of today, they nonetheless represented the beginning of a Federal wildland fire protection program. One noteworthy Army idea was the creation of "campgrounds." These were set up as a means to contain the continuing nuisance of abandoned campfires. In 1890, the Sequoia and General Grant Parks, and the Yosemite Forest Preserve were created. The U.S. Army's qualified success in Yellowstone led to the implementation of Cavalry patrols within these parks in 1891.
As for forestry management, simple laws to protect certain types of trees had been around since colonial times. The creation of the Department of Agriculture in 1862 marks the beginnings of a national effort to protect the nation's agricultural health. It wasn't until 1875, though, that Congress allocated $2,000 to the Department for the purpose of hiring a forestry agent to investigate the subject of timber management. This was unanticipated, since the discipline of forestry was new and there were very few trained foresters in America at this time. In 1881, a Division of Forestry was created and in 1889, the Department of Agriculture was raised to Cabinet level status. Meanwhile, all Federal land remained under the control of the Department of Interior, specifically the General Land Office (GLO).
Bernhard Fernow, Division of Forestry Chief from 1886 to 1898, endorsed the creation of forest reserves and pointed out the need to transfer control of these lands from the General Land Office to the Department of Agriculture. This would insure that government foresters would have the leverage needed to enforce proper timber management practices. Fernow even drafted an organizational scheme that included the idea that "rangers" would be in charge of the smallest administrative units. Stiff opposition against creating federal reserves was overcome in 1891 when Congress passed the Forest Reserve Act. The President was given the authorization to permanently withdraw from the public domain, forestlands he deemed of national importance. The Act did not, however, specify what constituted "forest" land. The people of Southern California capitalized on this by successfully lobbying for the creation of the San Gabriel Forest Reserve, a largely brush covered region whose value lies in its being an important watershed for the Los Angeles Basin. Southern Californians had long been witness to the devastation that wildland fire could bring. They had seen how hillsides denuded by fall fires became a catalyst for flooding and mudslides when winter rains hit. This, in turn, wreaked havoc on the agricultural lands in the Basin below. The Sundry Civil Appropriations Act (Organic Act) of 1897 clarified the intent of the Forest Reserve Act and specifically endorsed the validity of watershed protection. In fact, timber and watershed protection were the cornerstones upon which existing reserves were expanded and future reserves established.
As for Fernow's efforts to wrestle control of the Forest Reserves from the Department of Interior, this fell to his successor, Gifford Pinchot. Pinchot is viewed as the "father" of the Forest Service. He served as Chief Forester from 1898 to 1910. His close friendship with President Theodore Roosevelt undoubtedly played a key role in the latter's executive order, of early 1905, which transferred the growing collection of Forest Reserves from the Interior Department to the Department of Agriculture. Had he been so inclined, Pinchot probably could have gained control of the federal parklands. But Pinchot was a forester intent on instituting wise management upon timber-producing lands for commercial use. He was not out to cultivate trees for recreational enjoyment (utilitarian conservation as opposed to aesthetic preservation). Within a few weeks of Roosevelt's order, Pinchot reorganized the Agriculture Department's Bureau of Forestry into the United States Forest Service. In 1907, the Forest Reserves were renamed National Forests.
The U.S. Forest Service became the Nation's primary instrument, for protecting natural resources on Federal land from fire and from timber exploitation. In the teens the National Park Service was established, and charged with protecting the Nation's scenic wonders. Both agencies, however, were protecting only those areas of Federally owned land under their jurisdiction and such private in-holdings that could potentially threaten the well being of the Federal lands. The large areas of timber and watershed lands privately owned that were beyond the National Forests and Parks came under the State authority.
In the midst of the national debate over the merits of having a Federal forest reserve system, the California State Legislature had established a State Board of Forestry. Founded in 1885, the Board was one of the first State appointed forestry boards in the nation. They were authorized to investigate, collect, and disseminate information about forestry. In 1887, the Board members and their assistants were given the power of peace officers to enforce compliance with the few laws that the State had enacted concerning brush and forest lands. A State-level interest in the well being of its natural resources had materialized. But a hostile political climate eventually succeeded in abolishing the State's first Board of Forestry, which was disbanded in 1893.
At the beginning of the 20th century, a few loosely organized groups, including at least one logging company, had taken steps to bring about wildland fire protection upon a few scattered properties outside of the Federal Reserves. A major step forward, though, in bringing about a State-level commitment to protect these areas came in 1903. Shortly after assuming office Governor George Pardee communicated to Gifford Pinchot his desire for a joint Federal-State study and survey of the forest situation in California. C. Raymond Clar, in his report Brief History of The California Division of Forestry suggests that Pardee's request energized Pinchot's lobbying efforts for direct control of the federal forest reserve system and no doubt it helped sway President Roosevelt to transfer the Federal Reserves to the Department of Agriculture. The California survey was conducted from 1903 into 1907. Commencement of the project set the stage for the establishment of a new Board of Forestry and the creation of the position of State Forester. On March 18, 1905 the State Legislature approved both. The enabling Act, as Clar puts it, became "...the statutory cornerstone for the State forestry agency as it has existed through the ensuing years."
The Board of Forestry appointed E. T. Allen, an Assistant Forester in the Forest Service, as California's first State Forester. Unfortunately, Allen had to leave office the following year (for personal reasons). Not surprisingly, another Forest Service employee, Gerard B. Lull, filled his position. After all, the Federal Agency was practically the only source for qualified foresters. In passing, it might be mentioned that 1906 was also the year that the State Legislature returned the Yosemite Grant and Mariposa Grove to the Federal Government. While touching upon the subject of parks, the Act of 1905 had placed the State's Big Basin Park in Santa Cruz County under the authority of the Board of Forestry. The State's park system remained under the jurisdiction of the Board until 1927.
The Act of 1905 granted to the State Forester the right to appoint local fire wardens. The State Forester could also "maintain a fire patrol at places and times of fire emergency." The fire patrol system, however, was to be funded by the County in which the action took place. Although the CAL FIRE could be said to have started in 1905 with the creation of the position of State Forester, from 1905 until 1919, the State Forester and the "forestry department" were one-and-the-same. The "department" consisted of the State Forester and a few office staff and assistants based in Sacramento. The remainder of the department was the large body of local fire wardens. They were, however, funded and supported by their local jurisdictions. The State of California was not spending money to maintain a wildland fire protection force.
In 1911 Congress passed the "Weeks Law" which provided fiscal aid for cooperative fire protection work between the Forest Service and qualifying States. In 1919, the California Legislature finally appropriated money for fire prevention and suppression work. The sum of $25,000 was approved and the Forest Service, under the Weeks Law, provided $3,500 for salaries of field men. The State's first four rangers or "Weeks Law Patrolmen" were hired for a four month period covering the summer of 1919. They worked wherever needed but were individually headquartered in Redding, Oroville, Placerville, and Auburn. The State Forester reported that three million acres of watersheds covering the Stanislaus, Mokelumne, Cosumnes, American, Bear, Yuba, and Feather rivers outside of the Federal reserves were to be afforded protection. No explanation has been given as to why the river systems and the "headquarters" locations didn't exactly match. In 1920, the ranger organization was restructured and expanded with ten rangers overseeing ten districts. The districts were: 1) Shasta County; 2) Butte and Yuba Counties; 3) Placer and Nevada Counties; 4) El Dorado and Amador Counties; 5) Tehama County; 6) Colusa County; 7) Lake County; 8) Mendocino County; 9) Napa County; 10) Santa Cruz, Santa Clara, and San Mateo Counties. Over the next decade the district system and the ranger force slowly grew.
In 1917, the State Legislature authorized the establishment of a forest nursery. In 1919 a bill was introduced to purchase land for a nursery site but failed. Meanwhile, the State Highway Commission had become an enthusiastic supporter of a State forestry nursery. They, and many members of the general public, wanted to use the planting stock to beautify public land including roadsides. In 1920 the Commission and the State Board of Forestry agreed to a cooperative venture to establish a nursery. The State Highway Commission had the resources and authority to purchase a tract of land and thus acquired thirty acres in Yolo County near Davis for a nursery site. In 1921 the State Legislature appropriated $20,000.00 to the Board of Forestry for building construction upon this land. This marks the beginning of the building of a physical operating plant for the CAL FIRE.
The first State-funded fire lookout building was erected on Mount Bielawski in the Santa Cruz Mountains in 1922. However, in the 1920ís, other than fire lookouts, the construction of buildings to serve the needs of the State Rangers was the individual State Ranger's responsibility. That is to say, the State of California did not fund construction. The "historic" San Jacinto Ranger's Office now located at the San Jacinto Forest Fire Station is the only known surviving State Ranger's office from the 1920s. It was built upon private land through local efforts. In 1923, the State's forestry program supported 16 rangers, 4 inspectors and 2 lookouts. By 1927 the force was up to 28 rangers, 7 inspectors, 6 patrolmen and 9 lookouts. During the interim, Congress had superseded the Weeks Act with the Clarke-McNary Act (of 1924). The law greatly expanded federal assistance to State forestry programs, and California was beginning to avail itself to this funding source.
In 1927, Governor Clement Calhoun Young orchestrated a reorganization of State government, creating the Department of Natural Resources with a Division of Forestry and a Division of Beaches and Parks. Administration of the State's parks was henceforth no longer a responsibility of the State Board of Forestry. The California Division of Forestry, as the forestry agency was now officially designated, would be headed by the State Forester who reported administratively to the Director of the Department of Natural Resources. From 1927 until the formation of the CCC, the CAL FIRE fire lookouts nearly tripled in size, with much of this activity performed in cooperation with the Forest Service. The first State fire trucks were not acquired until 1929. It's unknown where they were housed but they are believed to have been sheltered in buildings provided by the counties they were assigned. The first official State "standby crews" (seasonal fire fighters) were not hired until 1931.
The old fire station buildings on Mount Zion are the only pre-CCC era suppression station facilities remaining in the CAL FIRE property inventory. They were constructed as part of the State labor camp located at the site in the winter of 1931-32. The buildings were "reconstructed" in the early 1950s.
By 1931 a number of counties had entered cooperative agreements with the State Forester in order to have the State place a Ranger in their territory. However, the State Ranger continued to look to his sponsoring County's Board of Supervisors for any material aids and staff such as clerks, truck drivers and even Assistant Rangers that he needed. Almost nothing was available from the State budget for physical improvements to lookouts, telephone lines, firebreaks, or offices. It was in 1931 that the Board of Forestry hired Burnett Sanford, a forest engineer, to study what Clar reports had become a "complex and generally unplanned system of allotting operating funds among the numerous geographical sub-divisions into which the Division of Forestry had been allowed to grow." The "Sanford Plan" basically proposed that State funds be apportioned along the lines of "weighted values" of area protected. The values were couched in the general concepts that had brought about the National Forests. Specifically, the State was concerned about watershed management and timber management in the larger sense and also for protection of public recreation and wildlife habitat areas. Sanford criticized the type of rural organization that had occurred, for one reason because the higher valued mountain regions were receiving less fire protection than the low lying range lands and valley floors. Under the Sanford Plan, the State was divided into three classes. Class 1 lands had the highest value to the State embracing watershed, timber, and recreation areas. Here, the State would focus its fire protection efforts. Class 2 lands had no general value but would be protected as needed because fires could potentially threaten Class 1 lands. Class 3 lands were left to the local citizenry to protect.
The Great Depression had a significant impact upon both Federal and State wildland fire protection programs. As the Nation's economy degenerated, California became a beacon of hope. Though there was little employment available, thousands of the unemployed poured into the State. In the summer of 1931, S. Rexford Black met with Finance Director Vandegrift to discuss a work relief program. Black was Secretary of the lumberman's California Forest Protective Association and in August he was also appointed to the chairmanship of the State Board of Forestry. In the winter of 1931-32 the first California State labor camps were formed. State Rangers were assigned to oversee the camps; the work was to benefit the public. Jobless men and their families could come and go from the camps as they wished. In exchange for four to six hours of labor the men received food, tobacco, and some clothing. The program was strapped for funds, supplies were low, accommodations poor but the program succeeded. Hundreds of miles of road and firebreaks were constructed, telephone lines repaired, campgrounds improved, and roadside hazards removed. The camp program ceased in the spring but was re-activated in the winter of 1932-33. It has been suggested that California's relief effort was the model for the Federal programs instigated during Franklin Roosevelt's Presidency.
President Roosevelt asked Congress to set up a Federal Relief Administration to oversee a grants program designed to relieve the Nation's unemployment crisis. Unemployment relief through the performance of useful public works was the President's philosophy. In April of 1933 the Emergency Conservation Work (ECW) program was established. It became known almost instantly as the Civilian Conservation Corps (CCC). In California, the Forest Service's District Forester, Stuart Show, had developed a plan of attack on how to utilize this new labor pool. Funded by ECW money, the CCC would be assigned three basic tasks: firebreak construction, lookout station building, and general improvements. The "Three Cs" would cut fuel breaks around the State, with particular emphasis on establishing the "Ponderosa Way Firebreak." This continuous fuel break extended the length of the Sierra Nevada Mountains, and into the Cascades, ending north of Redding. The firebreak was intended to be a permanent defensive line between the lower foothill regions and the higher elevation National Forest lands. The second project, construction of an integrated, statewide fire detection network would bring to fruition the recommendations of an investigative group that Show had organized in 1930 at the California Forest and Range Experiment Station (Pacific Southwest today) to scrutinize every aspect of the fire detection problem in California. The group had recommended an integrated, network of fire lookouts be setup to cover all of the State's fire prone areas from the Oregon line to the Mexican border. The third task, general improvements, included the building of administrative and fire suppression bases, installation of roads, bridges, telephone lines and innumerable other conservation projects.
The ECW programs lasted from 1933 to 1942. All told, the CCC-WPA laborers constructed over 300 lookout towers and houses, some 9,000 miles of telephone lines, 1,161,921 miles of roads and trails and erected numerous fire stations and administrative buildings in California. The CCC had also planted over 30 million trees and had spent nearly one million "man days" in fire prevention and suppression activity. Because the CCC was expected to fight forest fires, they constituted the single largest wildland suppression force ever assembled in American history.
The Forest Service system of lookouts, guard stations, and ranger stations had been renovated, replaced, and/or expanded. For the California Division of Forestry, a system of fire stations and lookouts now existed throughout many of the fire prone areas of California. The Forest Service had identified about 60 sites for the CAL FIRE detection system. Approximately 50 new lookouts were erected by the Civilian Conservation Corps for the California Division of Forestry. At least 30 of these stations were on sites previously not utilized by the State agency. Most of these lookouts were erected from 1934 to 1936. Some of the fire suppression camps located at the CCC camps became permanent State fire stations. In other instances a "spike camp" was extended from a base CCC camp. This spike camp would eventually evolve into a permanent fire suppression camp in the CAL FIRE system. Clar reports that State Forester Pratt remarked that the CCC program thrust the CAL FIRE "twenty years ahead of itself." As Clar comments "That was a modest boast if otherwise anticipated progress was to be measured by prior achievement."
As the CCC capital improvement plan unfolded, the CAL FIRE instructed a few of its Sacramento staffers to, as Clar reported, "study and prepare plans for an orderly development of fire lookouts, crew stations, telephone lines and the personnel and auxiliary equipment to go with them." The group was to take stock of the situation and develop long range goals. In 1938 the Board of Forestry instructed the State Forester to prepare a comprehensive statewide fire prevention, protection, and suppression plan. The outbreak of war in Europe added a new dimension and gravity to the fire planning studies of the 1930s. The war heightened apprehension about the State's vulnerability to fire. The earlier fire planning provided a foundation upon which a revised and solidified plan could be established. In 1939, the Board of Forestry appointed a four-man committee of staff and field men to prepare a fire plan for 1940. Clar was named chairman of the committee. The "Fire Plan of 1940" or "Clar Plan" as it became known redressed the financing scheme laid out in the Sanford Plan. As Clar states, there were "...two simple concepts. First, the idea seemed clearly reasonable that a consistent designation of area need should be indicated by types and numbers of units in the planned protection system, as modified by climate, geography, and the local fire problem... The second concept required a strict segregation of State responsibility from that of any other entity, government or private, and the use of State money to meet that responsibility."
The main significance of the Clar Plan was the proposition that the "State of California was to assume complete jurisdiction and responsibility for suppressing forest and watershed fires" on lands so designated by the State and that all other areas were the primary responsibility of the respective city, county or Federal agency in whose jurisdiction it fell. The Clar Plan also proffered that a "physical plan of protection including personnel, structures, communication facilities and equipment [should be] developed strictly upon the basis of need to accomplish the fire control job without the slightest concern for political boundaries or anticipated source of funds." This internal plan of "unification" as Clar put it, was being driven by many factors including the Federal work program and the depletion of "county treasuries" from the continuing economic depression. Although the CCC-WPA programs had given the State of California a physical operating plant for the California Division of Forestry to carry out its wildland fire protection mission the State Legislature had yet to fund the staffing of this new system. The Clar Plan gave a formula for spending but the elected officials in Sacramento needed more motivation before they would commit to the estimated $3,000,000 that the Clar Plan disclosed it would cost to fully implement.
The growing prospect of war had prompted the U. S. Army to instruct all State governments to prepare civil defense plans. In September of 1941, the State of California established the State Council of Defense. The Council of Defense saw in the Clar Plan a mechanism for a statewide fire defense plan. The Council advised the CAL FIRE to be prepared to "assume statewide fire dispatching and standby fire protection on the periphery of cities and vital industries." With Japan's premeditated and vicious attack upon Pearl Harbor, the Aircraft Warning System, which utilized a number of fire lookout facilities to house aircraft spotters, went on war status. Observers were rushed to their respective posts. The U.S. Army had delegated to the Forest Service the responsibility of seeing to it that all lookouts (Federal, State and local) were in readiness. Contingency plans had called for the winterizing of existing lookout stations and the erection of scores of temporary cabins at other strategic locations. Clar, as Chief Deputy State Forester, assumed operation of the CAL FIRE's role in civilian defense and immediately had 30 fire lookouts staffed, all State fire trucks put on standby, and organized a 24 hour dispatch team at the central offices in Sacramento. These civil defense actions quickly added a nearly $40,000.00 deficit to the State budget. In view of the times, State Officials did not object and emergency appropriations during the War years brought about the rapid implementation of the Clar Plan.
Earl Warren was elected California's Governor in 1943. Warren appointed William Moore as Director of the Department of Natural Resources. Moore was familiar with and a supporter of the Clar Plan. Without delay he approved formation of six administrative districts within the CAL FIRE which the Clar Plan had proposed. He also instructed the Chief Deputy State Forester to go, as Clar later wrote, "around the State to inform the boards of supervisors that henceforth the State Division of Forestry would give such fire protection to the delineated State and privately owned timber and watershed lands as a specified number of fire crews and other facilities would provide. And also, whenever necessary the State would pay such emergency fire fighting costs as might be deemed proper by the State. And further, the State would augment its forces to any extent and manner desired by the county when reimbursed for the actual cost of the service provided, plus a five percent administration fee." Within a State structure for basic service, the counties had flexibility to build up their own systems with their own fiscal resources as they saw fit. But the real significance of Moore's action was the committing of the State of California to hire and pay the salaries of seasonal and full-time employees in the operation of a statewide wildland fire protection department. The California State Government was now inextricably in the business of wildland fire control. The California Division of Forestry had come of age.
Shortly after the War, two other milestones in the CAL FIRE's history were reached. The idea of buying cut-over land and establishing a State Forest system reached a State Legislature that was receptive toward forestry. In 1945 a special bill was passed to appropriate $100,000 for the purchase of a tract of land which became designated the Latour Demonstration State Forest in Shasta County. Another appropriation to the tune of $600,000.00 soon followed for the acquisition of land in Tulare County. After the Mountain Home Demonstration State Forest was established in Tulare County the State Legislature codified and enacted rules under which the State Board of Forestry and the California Division of Forestry could acquire, manage, and administer State Forest lands. In 1946 a $2,000,000.00 "purchase fund" was setup by the Legislature. From this the lands which constitute the Jackson Demonstration State Forest were procured. Several other State Forests have been added to the system since then. The State Forest system now includes eight units totaling over 71,000 acres.
The other milestone was the establishment of a prison "honor camp" program. Since formation of the second State Board of Forestry the notion that inmates should be used for conservation projects and wildland fire protection had been promoted by different individuals. During World War II, with a critical labor shortage now in effect, selected prisoners were taken from San Quentin and organized into hazard reduction and emergency fire fighting crews. The success of this operation paved the way for the introduction of a Youth Honor Camp system. In 1945 four such camps were founded and a cooperative arrangement between the California Youth Authority and the California Division of Forestry was approved. The CAL FIRE would provide personnel to supervise field work and provide appropriate fire training. The Youth Authority would maintain custodial care of the wards. The program soon extended to the California Department of Corrections' adult population and a system of honor camps (later renamed conservation camps) was developed.
Today 85 million acres of California is classified as "wildlands." Some 15 million acres are identified as valuable forestland with about half of this being federally owned. In 1945, the Forest Practice Act was passed into law to regulate commercial timber harvesting on the non-Federal lands. The act was revised in 1973 and contains provisions that timber harvest plans for commercial operations are to be prepared by Registered Professional Foresters. CAL FIRE administers the law, and logging operators must be licensed by the CAL FIRE to operate upon non-Federal lands.
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Firefighter facts for kids
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Learn Firefighter facts for kids
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https://kids.kiddle.co/Firefighter
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For other uses, see Firefighter (disambiguation).
Quick facts for kids
Firefighter
Firefighter training a junior volunteer firefighter
Occupation Synonyms fireman (PL: firemen)
firewoman (PL: firewomen)
Activity sectors
Rescue, fire protection, civil service, public service, public safety
A firefighter is a first responder trained in firefighting, primarily to control and extinguish fires that threaten life and property, as well as to rescue persons from confinement or dangerous situations. Male firefighters are sometimes referred to as firemen (and, less commonly, a female firefighter as firewoman).
The fire service, also known in some countries as the fire brigade or fire department, is one of the three main emergency services. From urban areas to aboard ships, firefighters have become ubiquitous around the world.
The skills required for safe operations are regularly practiced during training evaluations throughout a firefighter's career. Initial firefighting skills are normally taught through local, regional or state-approved fire academies or training courses. Depending on the requirements of a department, additional skills and certifications may also be acquired at this time.
Firefighters work closely with other emergency response agencies such as the police and emergency medical service. A firefighter's role may overlap with both. Fire investigators or fire marshals investigate the cause of a fire. If the fire was caused by arson or negligence, their work will overlap with law enforcement. Firefighters may also provide some degree of emergency medical service.
Duties
Fire suppression
A fire burns due to the presence of three elements: fuel, oxygen and heat. This is often referred to as the fire triangle. Sometimes it is known as the fire tetrahedron if a fourth element is added: a chemical chain reaction which can help sustain certain types of fire. The aim of firefighting is to deprive the fire of at least one of those elements. Most commonly this is done by dousing the fire with water, though some fires require other methods such as foam or dry agents. Firefighters are equipped with a wide variety of equipment for this purpose that include ladder trucks, pumper trucks, tanker trucks, fire hose, and fire extinguishers.
Structural firefighting
See also Fire suppression for other techniques.
While sometimes fires can be limited to small areas of a structure, wider collateral damage due to smoke, water and burning embers is common. Utility shutoff (such as gas and electricity) is typically an early priority for arriving fire crews. In addition, forcible entry may be required in order to gain access into the structure. Specific procedures and equipment are needed at a property where hazardous materials are being used or stored.
Structure fires may be attacked with either "interior" or "exterior" resources, or both. Interior crews, using the "two in, two out" rule, may extend fire hose lines inside the building, find the fire and cool it with water. Exterior crews may direct water into windows and other openings, or against any nearby fuels exposed to the initial fire. Hose streams directed into the interior through exterior wall apertures may conflict and jeopardize interior fire attack crews.
Buildings that are made of flammable materials such as wood are different from building materials such as concrete. Generally, a "fire-resistant" building is designed to limit fire to a small area or floor. Other floors can be safe by preventing smoke inhalation and damage. All buildings suspected or on fire must be evacuated, regardless of fire rating.
Some fire fighting tactics may appear to be destructive, but often serve specific needs. For example, during ventilation, firefighters are forced to either open holes in the roof or floors of a structure (called vertical ventilation), or open windows and walls (called horizontal ventilation) to remove smoke and heated gases from the interior of the structure. Such ventilation methods are also used to improve interior visibility to locate victims more quickly. Ventilation helps to preserve the life of trapped or unconscious individuals as it releases the poisonous gases from inside the structure. Vertical ventilation is vital to firefighter safety in the event of a flashover or backdraft scenario. Releasing the flammable gases through the roof eliminates the possibility of a backdraft, and the removal of heat can reduce the possibility of a flashover. Flashovers, due to their intense heat (900–1,200 °F (480–650 °C)) and explosive temperaments, are commonly fatal to firefighter personnel. Precautionary methods, such as smashing a window, reveal backdraft situations before the firefighter enters the structure and is met with the circumstance head-on. Firefighter safety is the number one priority.
Whenever possible during a structure fire, property is moved into the middle of a room and covered with a salvage cover, a heavy cloth-like tarp. Various steps such as retrieving and protecting valuables found during suppression or overhaul, evacuating water, and boarding windows and roofs can divert or prevent post-fire runoff.
Wildland firefighting
Main article: Wildfire suppression
Wildfires (known in Australia as bushfires) require a unique set of strategies and tactics. In many countries such as Australia and the United States, these duties are mostly carried out by local volunteer firefighters. Wildfires have some ecological role in allowing new plants to grow, therefore in some cases they will be left to burn. Priorities in fighting wildfires include preventing the loss of life and property as well as ecological damage.
Aircraft rescue and firefighting
Main article: Aircraft rescue and firefighting
Airports employ specialist firefighters to deal with potential ground emergencies. Due to the mass casualty potential of an aviation emergency, the speed with which emergency response equipment and personnel arrive at the scene of the emergency is of paramount importance. When dealing with an emergency, the airport firefighters are tasked with rapidly securing the aircraft, its crew and its passengers from all hazards, particularly fire. Airport firefighters have advanced training in the application of firefighting foams, dry chemical and clean agents used to extinguish burning aviation fuel.
Rescue
Firefighters rescue persons from confinement or dangerous situations such as burning buildings and crashed vehicles. Complex, infrequent situations requiring specialized training and equipment include rescues from collapsed buildings and confined spaces. Many fire departments, including most in the United Kingdom, refer to themselves as a fire and rescue service for this reason. Large fire departments, such as the New York City Fire Department and London Fire Brigade, have specialist teams for advanced technical rescue. As structure fires have been in decline for many years in developed countries such as the United States, rescues other than fires make up an increasing proportion of their firefighters' work.
Emergency medical services
Firefighters frequently provide some degree of emergency medical care. In some jurisdictions first aid is the only medical training that firefighters have, and medical calls are the sole responsibility of a separate emergency medical services (EMS) agency. Elsewhere, it is common for firefighters to respond to medical calls. The impetus for this is the growing demand in medical emergencies and the significant decline in fires.
In such departments, firefighters are often certified as emergency medical technicians in order to deliver basic life support, and more rarely as paramedics to deliver advanced life support. In the United Kingdom, where fire services and EMS are run separately, fire service co-responding has been introduced more recently. Another point of variation is whether the firefighters respond in a fire engine or a response car.
Hazardous materials
Fire departments are usually the lead agency that responds to hazardous materials incidents. Specialized firefighters, known as hazardous materials technicians, are trained in chemical identification, leak and spill control, and decontamination.
Fire prevention
Fire departments frequently provide advice to the public on how to prevent fires in the home and work-place environments. Fire inspectors or fire marshals will directly inspect businesses to ensure they are up to the current building fire codes, which are enforced so that a building can sufficiently resist fire spread, potential hazards are located, and to ensure that occupants can be safely evacuated, commensurate with the risks involved.
Fire suppression systems have a proven record for controlling and extinguishing unwanted fires. Many fire officials recommend that every building, including residences, have fire sprinkler systems. Correctly working sprinklers in a residence greatly reduce the risk of death from a fire. With the small rooms typical of a residence, one or two sprinklers can cover most rooms. In the United States, the housing industry trade groups have lobbied at the State level to prevent the requirement for Fire Sprinklers in one or two family homes.
Other methods of fire prevention are by directing efforts to reduce known hazardous conditions or by preventing dangerous acts before tragedy strikes. This is normally accomplished in many innovative ways such as conducting presentations, distributing safety brochures, providing news articles, writing public safety announcements (PSA) or establishing meaningful displays in well-visited areas. Ensuring that each household has working smoke alarms, is educated in the proper techniques of fire safety, has an evacuation route and rendezvous point is of top priority in public education for most fire prevention teams in almost all fire department localities.
Fire investigators, who are experienced firefighters trained in fire cause determinism, are dispatched to fire scenes, in order to investigate and determine whether the fire was a result of an accident or intentional. Some fire investigators have full law enforcement powers to investigate and arrest suspected arsonists.
Occupational health and safety
Direct risks
Fires
To allow protection from the inherent risks of fighting fires, firefighters wear and carry protective and self-rescue equipment at all times. A self-contained breathing apparatus (SCBA) delivers air to the firefighter through a full face mask and is worn to protect against smoke inhalation, toxic fumes, and super heated gases. A special device called a Personal Alert Safety System (PASS) is commonly worn independently or as a part of the SCBA to alert others when a firefighter stops moving for a specified period of time or manually operates the device. The PASS device sounds an alarm that can assist another firefighter (firefighter assist and search team (FAST), or rapid intervention team (RIT), in locating the firefighter in distress.
Firefighters often carry personal self-rescue ropes. The ropes are generally 30 feet (9.1 m) long and can provide a firefighter (that has enough time to deploy the rope) a partially controlled exit out of an elevated window. Lack of a personal rescue rope is cited in the deaths of two New York City Firefighters, Lt. John Bellew and Lt. Curtis Meyran, who died after they jumped from the fourth floor of a burning apartment building in the Bronx. Of the four firefighters who jumped and survived, only one of them had a self-rescue rope. Since the incident, the Fire Department of New York City has issued self-rescue ropes to their firefighters.
Heat injury is a major issue for firefighters as they wear insulated clothing and cannot shed the heat generated from physical exertion. Early detection of heat issues is critical to stop dehydration and heat stress becoming fatal. Early onset of heat stress affects cognitive function which combined with operating in dangerous environment makes heat stress and dehydration a critical issue to monitor. Firefighter physiological status monitoring is showing promise in alerting EMS and commanders to the status of their people on the fire ground. Devices such as PASS device alert 10–20 seconds after a firefighter has stopped moving in a structure. Physiological status monitors measure a firefighter's vital sign status, fatigue and exertion levels and transmit this information over their voice radio. This technology allows a degree of early warning to physiological stress. These devices are similar to technology developed for Future Force Warrior and give a measure of exertion and fatigue. They also tell the people outside a building when they have stopped moving or fallen. This allows a supervisor to call in additional engines before the crew get exhausted and also gives an early warning to firefighters before they run out of air, as they may not be able to make voice calls over their radio. Current OSHA tables exist for heat injury and the allowable amount of work in a given environment based on temperature, humidity and solar loading.
Firefighters are also at risk for developing rhabdomyolysis. Rhabdomyolysis is the breakdown of muscle tissue and has many causes including heat exposure, high core body temperature, and prolonged, intense exertion. Routine firefighter tasks, such as carrying extra weight of equipment and working in hot environments, can increase firefighters’ risk for rhabdomyolysis.
Structural collapses
Another leading cause of death during firefighting is structural collapse of a burning building (e.g. a wall, floor, ceiling, roof, or truss system). Structural collapse, which often occurs without warning, may crush or trap firefighters inside the structure. To avoid loss of life, all on-duty firefighters should maintain two-way communication with the incident commander and be equipped with a personal alert safety system device on all fire scenes and maintain radio communication on all incidents(PASS). Francis Brannigan was the founder and greatest contributor to this element of firefighter safety.
Traffic collisions
In the United States, 25% of fatalities of firefighters are caused by traffic collisions while responding to or returning from an incident. Other firefighters have been injured or killed by vehicles at the scene of a fire or emergency (Paulison 2005). A common measure fire departments have taken to prevent this is to require firefighters to wear a bright yellow reflective vest over their turnout coats if they have to work on a public road, to make them more visible to passing drivers.
During debris cleanup
Main article: Occupational hazards of fire debris cleanup
Once extinguished, fire debris cleanup poses several safety and health risks for workers.
Many hazardous substances are commonly found in fire debris. Silica can be found in concrete, roofing tiles, or it may be a naturally occurring element. Occupational exposures to silica dust can cause silicosis, lung cancer, pulmonary tuberculosis, airway diseases, and some additional non-respiratory diseases. Inhalation of asbestos can result in various diseases including asbestosis, lung cancer, and mesothelioma. Sources of metals exposure include burnt or melted electronics, cars, refrigerators, stoves, etc. Fire debris cleanup workers may be exposed to these metals or their combustion products in the air or on their skin. These metals may include beryllium, cadmium, chromium, cobalt, lead, manganese, nickel, and many more. Polyaromatic hydrocarbons (PAHs), some of which are carcinogenic, come from the incomplete combustion of organic materials and are often found as a result of structural and wildland fires.
Safety hazards of fire cleanup include the risk of reignition of smoldering debris, electrocution from downed or exposed electrical lines or in instances where water has come into contact with electrical equipment. Structures that have been burned may be unstable and at risk of sudden collapse.
Standard personal protective equipment for fire cleanup include hard hats, goggles or safety glasses, heavy work gloves, earplugs or other hearing protection, steel-toe boots, and fall protection devices. Hazard controls for electrical injury include assuming all power lines are energized until confirmation they are de-energized, and grounding power lines to guard against electrical feedback, and using appropriate personal protective equipment. Proper respiratory protection can protect against hazardous substances. Proper ventilation of an area is an engineering control that can be used to avoid or minimize exposure to hazardous substances. When ventilation is insufficient or dust cannot be avoided, personal protective equipment such as N95 respirators can be used.
Long-term risks
Cardiovascular disease
Firefighting has long been associated with poor cardiovascular outcomes. In the United States, the most common cause of on-duty fatalities for firefighters is sudden cardiac death, accounting for approximately 45% of on duty US firefighter deaths. In addition to personal factors that may predispose an individual to coronary artery disease or other cardiovascular diseases, occupational exposures can significantly increase a firefighter's risk. Historically, the fire service blamed poor firefighter physical condition for being the primary cause of cardiovascular related deaths. However, over the last 20 years, studies and research has indicated the toxic gasses put fire service personnel at significantly higher risk for cardiovascular related conditions and death. For instance, carbon monoxide, present in nearly all fire environments, and hydrogen cyanide, formed during the combustion of paper, cotton, plastics, and other substances containing carbon and nitrogen. The substances inside of materials change during combustion, and their by-products can interfere with the transport of oxygen in the body. Hypoxia can then lead to heart injury. In addition, chronic exposure to particulate matter in smoke is associated with atherosclerosis. Noise exposures may contribute to hypertension and possibly ischemic heart disease. Other factors associated with firefighting, such as stress, heat stress, and heavy physical exertion, also increase the risk of cardiovascular events.
During fire suppression activities a firefighter can reach peak or near peak heart rates which can act as a trigger for a cardiac event. For example, tachycardia can cause plaque buildup to break loose and lodge itself is a small part of the heart causing myocardial infarction, also known as a heart attack. This along with unhealthy habits and lack of exercise can be very hazardous to firefighter health.
Cancer
Cancer risk in the U.S. fire service is a topic of growing concern. Recent studies suggest that due to their exposure on the fireground, firefighters may be at an increased risk for certain types of cancer and other chronic diseases. Additionally, large international studies generally support the finding from U.S. studies that firefighters have elevated rates of cancer, with some variation by cancer site.
A 2015 retrospective longitudinal study showed that firefighters are at higher risk for certain types of cancer. Firefighters had mesothelioma, which is caused by asbestos exposure, at twice the rate of the non-firefighting working population. Younger firefighters (under age 65) also developed bladder cancer and prostate cancer at higher rates than the general population. The risk of bladder cancer may be present in female firefighters, but research is inconclusive as of 2014. Preliminary research from 2015 on a large cohort of US firefighters showed a direct relationship between the number of hours spent fighting fires and lung cancer and leukemia mortality in firefighters. This link is a topic of continuing research in the medical community, as is cancer mortality in general among firefighters.
In addition to epidemiological studies, mechanistic studies have used biomarkers to investigate exposures' effects on biological changes that could be related to cancer development. Several of these studies have found evidence of DNA damage, oxidative stress, and epigenetic changes related to firefighters' exposures.
Firefighters regularly encounter carcinogenic materials and hazardous contaminants, which is thought to contribute to their excess cancer risk. Dozens of chemicals classified by the International Agency for Research on Cancer (IARC) as known or probable carcinogens have been identified on the fireground. Several studies have documented airborne and/or dermal exposures to carcinogenic compounds during firefighting, as well as contamination on turnout gear and other equipment worn by firefighters. Some of these compounds have been shown to absorb into firefighters’ bodies.
In addition to chemical exposures, firefighters often work 24-hr shifts or longer, and may respond to emergencies at night. Night shift work has been classified as a probable human carcinogen by IARC. Some firefighters also work with hazardous materials and trained to control and clean up these dangerous materials, such as oil spills and chemical accidents. As firefighters combat a fire and clean up hazardous materials, there is a risk of harmful chemicals coming in contact with their skin if it penetrates their personal protective equipment (PPE). In June 2022, IARC classified occupational exposure as a firefighter as “carcinogenic to humans.”
Firefighters are in addition to carcinogenic chemicals, firefighters can be exposed to radiation (alpha radiation, beta radiation, and gamma radiation).
There are many types of firefighters. Most research on firefighters’ cancer risk has involved structural or municipal career firefighters. Wildland firefighters are specially trained firefighters tasked with controlling forest fires. They frequently create fire lines, which are swathes of cut-down trees and dug-up grass placed in the path of the fire. This is designed to deprive the fire of fuel. Wildland firefighting is a physically demanding job with many acute hazards. Wildland firefighters may hike several miles while carrying heavy equipment during the wildfire season, which has increased in duration over time, especially in the western United States. Unlike structural firefighters, wildland firefighters typically do not wear respiratory protection, and may inhale particulate and other compounds emitted by the wildfires. They also use prescribed fires to burn potential fire fuel under controlled conditions. To examine cancer risk for wildland firefighters, a risk assessment was conducted using an exposure-response relationship for risk of lung cancer mortality and measured particulate matter exposure from smoke at wildfires. This study concluded that wildland firefighters could have an increased risk of lung cancer mortality. The research on cancer for other subspecialty groups of firefighters is limited, but a recent study of fire instructors in Australia found an exposure-response relationship between training exposures and cancer incidence.
Due to the lack of central and comprehensive sources of data, research on cancer rates amongst firefighters has been challenging. On July 7, 2018, Congress passed the Firefighter Cancer Registry Act of 2018 requiring the Centers for Disease Control and Prevention to create the National Firefighter Registry designed to collect data on cancer rates among U.S. firefighters.
Mental stress
As with other emergency workers, firefighters may witness traumatic scenes during their careers. They are thus more vulnerable than most people to certain mental health issues such as post-traumatic stress disorder. Chronic stress over time attributes to symptoms that affect first responders, such as anxiousness, irritability, nervousness, memory and concentration problems can occur overtime which can lead to anxiety and depression. Mental stress can have long lasting affects on the brain. The mental stress of fire fighting has many different causes. There are those they see on duty and also what they miss by being on duty. Firefighters schedules fluctuate by district. There are stations where fire fighters work 48 hours on and 48 hours off, whereas some allow 24 hours on and 72 hours off. The mental impact of missing a child's first steps or a ballet recital can take a heavy impact on first responders. There is also the stress of being on opposite shifts as a spouse or being away from family.
When not on the scene of an emergency, firefighters remain on call at fire stations, where they eat, sleep, and perform other duties during their shifts. Hence, sleep disruption is another occupational hazard that they may encounter at their job.
Occupational hearing loss
Another long-term risk factor from firefighting is exposure to high levels of sound, which can cause noise-induced hearing loss (NIHL) and tinnitus. NIHL affects sound frequencies between 3,000 and 6,000 Hertz first, then with more frequent exposure, will spread to more frequencies. Many consonants will be more difficult to hear or inaudible with NIHL because of the higher frequencies effected, which results in poorer communication. NIHL is caused by exposure to sound levels at or above 85dBA according to NIOSH and at or above 90dBA according to OSHA. dBA represents A-weighted decibels. dBA is used for measuring sound levels relating to occupational sound exposure since it attempts to mimic the sensitivity of the human ear to different frequencies of sound. OSHA uses a 5-dBA exchange rate, which means that for every 5dBA increase in sound from 90dBA, the acceptable exposure time before a risk of permanent hearing loss occurs decreases by half (starting with 8 hours acceptable exposure time at 90dBA). NIOSH uses a 3-dBA exchange rate starting at 8 hours acceptable exposure time at 85dBA.
The time of exposure required to potentially cause damage depends on the level of sound exposed to. The most common causes of excessive sound exposure are sirens, transportation to and from fires, fire alarms, and work tools. Traveling in an emergency vehicle has shown to expose a person to between 103 and 114dBA of sound. According to OSHA, exposure at this level is acceptable for between 17 and 78 minutes and according to NIOSH is acceptable for between 35 seconds and 7.5 minutes over a 24-hour day before permanent hearing loss can occur. This time period considers that no other high level sound exposure occurs in that 24-hour time frame. Sirens often output about 120 dBA, which according to OSHA, 7.5 minutes of exposure is needed and according to NIOSH, 9 seconds of exposure is needed in a 24-hour time period before permanent hearing loss can occur. In addition to high sound levels, another risk factor for hearing disorders is the co-exposure to chemicals that are ototoxic.
The average day of work for a firefighter can often be under the sound exposure limit for both OSHA and NIOSH. While the average day of sound exposure as a firefighter is often under the limit, firefighters can be exposed to impulse noise, which has a very low acceptable time exposure before permanent hearing damage can occur due to the high intensity and short duration.
There are also high rates of hearing loss, often NIHL, in firefighters, which increases with age and number of years working as a firefighter. Hearing loss prevention programs have been implemented in multiple stations and have shown to help lower the rate of firefighters with NIHL. Other attempts have been made to lower sound exposures for firefighters, such as enclosing the cabs of the firetrucks to lower the siren exposure while driving. NFPA (National Fire Protection Association) is responsible for occupational health programs and standards in firefighters which discusses what hearing sensitivity is required to work as a firefighter, but also enforces baseline (initial) and annual hearing tests (based on OSHA hearing maintenance regulations). While NIHL can be a risk that occurs from working as a firefighter, NIHL can also be a safety concern for communicating while doing the job as communicating with coworkers and victims is essential for safety. Hearing protection devices have been used by firefighters in the United States. Earmuffs are the most commonly used hearing protection device (HPD) as they are the most easy to put on correctly in a quick manner. Multiple fire departments have used HPDs that have communication devices built in, allowing firefighters to speak with each other at safe, but audible sound levels, while lowering the hazardous sound levels around them.
Types of coverage and workload
See also: Volunteer fire department and Retained firefighter
In a country with a comprehensive fire service, fire departments must be able to send firefighters to emergencies at any hour of day or night, to arrive on the scene within minutes. In urban areas, this means that full-time paid firefighters usually have shift work, with some providing cover each night. On the other hand, it may not be practical to employ full-time firefighters in villages and isolated small towns, where their services may not be required for days at a time. For this reason, many fire departments have firefighters who spend long periods on call to respond to infrequent emergencies; they may have regular jobs outside of firefighting.
Whether they are paid or not varies by country. In the United States and Germany, volunteer fire departments provide most of the cover in rural areas. In the United Kingdom and Ireland, by contrast, actual volunteers are rare. Instead, "retained firefighters" are paid for responding to incidents, along with a small salary for spending long periods of time on call. The combined fire services of the United Kingdom retain around 18,000 retained firefighters alongside their wholetime colleagues. In both the UK and Ireland retained firefighters make up the majority of active firefighting personnel. Their training, qualifications, and range of possible deployments, are all comparable to wholetime firefighters. Retained firefighters are required to live or work within a set radius of their assigned fire station - in the United Kingdom this is usually 1 mile (1.6 km), and in Ireland 2 miles (3.2 km).
Firefighting around the world
For more details, see Firefighting worldwide and Fire department ranks by country
A key difference between many countries' fire services is what the balance is between full-time and volunteer (or on-call) firefighters. In the United States and United Kingdom, large metropolitan fire departments are almost entirely made up of full-time firefighters. On the other hand, in Germany and Austria, volunteers play a substantial role even in the largest fire departments, including Berlin's, which serves a population of 3.6 million. Regardless of how this balance works, a common feature is that smaller urban areas have a mix of full-time and volunteer/on-call firefighters. This is known in the United States as a combination fire department. In Chile and Peru, all firefighters are volunteers.
Another point of variation is how the fire services are organized. Some countries like the Czech Republic, Israel and New Zealand have a single national fire service. Others like Australia, the United Kingdom and France organize fire services based on regions or sub-national states. In the United States, Austria, Germany and Canada, fire departments are run at a municipal level.
Atypically, Singapore and many parts of Switzerland have fire service conscription. In Germany, conscription can also be used if a village does not have a functioning fire service. Other unusual arrangements are seen in Denmark, where most fire services are run by private companies, and in France, where two of the country's fire services (the Paris Fire Brigade and the Marseille Naval Fire Battalion) are part of the armed forces; similarly, the national fire service of Monaco is part of the Military of Monaco and maintains an armoury of sidearms for use by firefighters during civil defence operations.
Another way in which a firefighter's work varies around the world is the nature of firefighting equipment and tactics. For example, American fire departments make heavier use of aerial appliances, and are often split between engine and ladder companies. In Europe, where the size and usefulness of aerial appliances are often limited by narrow streets, they are only used for rescues, and firefighters can rotate between working on an engine and an aerial appliance. A final point in variation is how involved firefighters are in emergency medical services.
Communication and command structure
The expedient and accurate handling of fire alarms or calls are significant factors in the successful outcome of any incident. Fire department communications play a critical role in that successful outcome. Fire department communications include the methods by which the public can notify the communications center of an emergency, the methods by which the center can notify the proper fire fighting forces, and the methods by which information is exchanged at the scene. One method is to use a megaphone to communicate.
A telecommunicator (often referred to as a 000 Operator in Australia) has a role different from but just as important as other emergency personnel. The telecommunicator must process calls from unknown and unseen individuals, usually calling under stressful conditions. He/she must be able to obtain complete, reliable information from the caller and prioritize requests for assistance. It is the dispatcher's responsibility to bring order to chaos.
While some fire departments are large enough to utilize their own telecommunication dispatcher, most rural and small areas rely on a central dispatcher to provide handling of fire, rescue, and police services.
Firefighters are trained to use communications equipment to receive alarms, give and receive commands, request assistance, and report on conditions. Since firefighters from different agencies routinely provide mutual aid to each other, and routinely operate at incidents where other emergency services are present, it is essential to have structures in place to establish a unified chain of command, and share information between agencies. The U.S. Federal Emergency Management Agency (FEMA) has established a National Incident Management System. One component of this system is the Incident Command System.
All radio communication in the United States is under authorization from the Federal Communications Commission (FCC); as such, fire departments that operate radio equipment must have radio licenses from the FCC.
Ten codes were popular in the early days of radio equipment because of poor transmission and reception. Advances in modern radio technology have reduced the need for ten-codes and many departments have converted to simple English (clear text).
Ranks
Main article: Fire department ranks by country
Many firefighters are sworn members with command structures similar to the military or police. They do not usually have general police powers (although some firefighters in the United States have limited police powers, like fire police departments), though certain fire safety officials (such as fire marshals or fire safety inspectors) do possess extensive police powers in connection with their work of enforcement and control in regulatory and emergency situations. In some countries fire fighters carry, or have access to, firearms, including some US fire marshals, and the Corps des Sapeurs-Pompiers of Monaco which is a military unit providing civilian fire cover.
The nomenclature of firefighting varies from country to country. The basic unit of firefighters is known as a "company" in many countries, including the United States, with its members typically working on the same engine. A "crew" or "platoon" is a subdivision of a company who work on the same shift. In British and Commonwealth fire services the firefighters of each station are more typically organised around a "watch" pattern, with several watches (usually four) working on a shift basis, as a separate "crew" for each engine or specialist appliance at that station.
Firefighter equipment
Main article: Glossary of firefighting equipment
A partial list of some equipment typically used by firefighters:
Hand tools, such as
Flat-head and pick-head axe
Pike pole
Halligan bar
Flashlight
Spanner wrench
Circular ("K-12"), Cutters Edge and chain saws
Hydraulic rescue tools such as spreaders, cutters, and rams
Personal protective equipment ("PPE") designed to withstand water and high temperatures, such as
Bunker gear, including turnout jacket and pants
Self-contained breathing apparatus (SCBA)
Helmet, face mask and visor; climbing helmets
Safety boots, gloves, and Nomex and Carbon flash hoods
Personal alert safety system (PASS) device
Handheld radio, pager, or other communication devices
Thermal imaging camera
Gas detector
History
For broader coverage of this topic, see History of firefighting.
Although people have fought fires since there have been valuable things to burn, the first instance of organized professionals combating structural fires occurred in ancient Egypt. Likewise, fire fighters of the Roman Republic existed solely as privately organized and funded groups that operated more similarly to a business than a public service; however, during the Principate period, Augustus revolutionized firefighting by calling for the creation of a fire guard that was trained, paid, and equipped by the state, thereby commissioning the first truly public and professional firefighting service. Known as the Vigiles, they were organised into cohorts, serving as a night watch and city police force.
The earliest American fire departments were volunteers, including the volunteer fire company in New Amsterdam, now known as New York. Fire companies were composed of citizens who volunteered their time to help protect the community. As time progressed and new towns were established throughout the region, there was a sharp increase in the number of volunteer departments.
In 1853, the first career fire department in the United States was established in Cincinnati, Ohio, followed four years later by St. Louis Fire Department. Large cities began establishing paid, full-time staff in order to try to facilitate greater call volume.
City fire departments draw their funding directly from city taxes and share the same budget as other public works like the police department and trash services. The primary difference between municipality departments and city departments is the funding source. Municipal fire departments do not share their budget with any other service and are considered to be private entities within a jurisdiction. This means that they have their own taxes that feed into their budgeting needs. City fire departments report to the mayor, whereas municipal departments are accountable to elected board officials who help maintain and run the department along with the chief officer staff.
Fundraisers
Funds for firefighting equipment may be raised by the firefighters themselves, especially in the case of volunteer organizations. Events such as pancake breakfasts and chili feeds are common in the United States. Social events are used to raise money include dances, fairs, and car washes.
See also
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A brief history of fire alarm systems
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Fire detection is an art of its own. Reflecting on the history of fire alarm systems, in part, shows us fire safety's way forward.
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en
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EPS Security
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https://www.epssecurity.com/news/eps-news/a-brief-history-of-fire-alarm-systems/
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Man’s ability to create fire is often ranked as one of its greatest achievements, but fire is a fickle friend that causes great devastation when left unchecked.
From ancient Rome to London to Chicago to Tokyo, conflagrations have wreaked havoc on entire cities, leaving a trail in their wake. The age-old struggle to create, control, contain, and prevent fires has continued into modern times with the widespread adoption of electrical fire alarm systems. Their design, installation, and overall function are the culmination of more than a hundred years of innovation, ranging from the invention of the central alarm monitoring station to the battery-powered smoke detector.
Fire alarm history is long and storied, and reflecting upon past progress allows homeowners, business owners, and fire alarm security providers to better protect against fire threats in the present, and to find new fire prevention and detection methods in the future.
Before the alarm: the early days of fire detection
Before humanity harnessed the power of electricity, societies were left to combat fires as they broke out. In response to the constant fires plaguing ancient Rome, Caesar Augustus created the Corps of Vigiles in 6 AD, an organization of men tasked with patrolling the streets with buckets filled with water. He modeled this group after a fire brigade of a similar nature in Alexandria, Egypt. This approach focused on fighting fires as they broke out, because there was no other method of fire detection or prevention. Fires could only be detected once the building was largely consumed, and fought as they declined—essentially, after all the damage was done.
The “fight ‘em as we see ‘em” approach was the modus operandi for thousands of years. The reaction times were incredibly slow, a problem only compounded by the overcrowding of urban areas and the shift from stone to wooden structures. By the time bucket brigades arrived, entire city blocks were engulfed in flame. This problem carried over into the New World, where the police force in 17th century New York City hired men to walk the streets looking for fires while carrying buckets on ladders.
In the 1800s, as cities continued to crowd, authorities began utilizing bell towers as city-wide fire alerts. Their central locations were perfect for maximizing the effectiveness of the alarm and helped mobilize firefighting units faster than ever before. Philadelphia rebuilt its Independence Hall bell steeple with this specific function in mind and even developed unique ringing patterns to alert responders to which general part of the city the fire was burning in. Even with this development, response times remained abysmal due to the inability to communicate more specific locations, which kept firefighting tactics restricted to the declination phase of a blaze—too late, then, to save property and lives.
Sounding the alarm: the invention of the fire alarm system
Several 19th century inventions fundamentally altered the fire detection landscape for the better. Samuel Morse invented the telegraph in 1837, and it didn’t take long for others to take advantage of the first form of long-distance communication. In 1852, Dr. William Channing spearheaded the first city-wide fire alarm system in Boston, Massachusetts. This system took the “central bell tower” idea and turned it into a “central station.” Essentially, a notification was sent from a box in a neighborhood to a centrally-located operating center. When a fire alarm was received, the central station would ring the bell tower and give responders the specific neighborhood the signal originated from. For the first time in history, dispatch times considerably improved because of the ability to pinpoint the location of a fire.
Dr. Channing also drew an important comparison between the increasing complexity of electrical systems to that of the nervous system of the human body. His sense that multiple “nerves” (field devices) would report information to a “brain” (control panel/central station) would lay the groundwork for commercial and residential fire alarm systems decades into his future.
Even with the rollout of new city-wide fire alarm systems, cities were still developing faster than they safely should have. The Great Chicago Fire in 1871 killed hundreds and devastated the city’s infrastructure, underscoring the need for buildings to be built to a certain standard to prevent fire outbreak and spreading. The new focus on safer building design brought to fruition the first set of accepted fire building codes. While this helped improve fire safety in residences and commercial buildings, firefighting was still predicated upon someone seeing a fire, reporting it, and then the mobilization of the fire department—and all the while, the fire raged on.
It took the harnessing of electrical power to bring about the age of early detection. Francis Robbins Upton, a partner of Thomas Edison’s, patented the “Portable Electric Fire-Alarm”—the world’s first hand pull station. The turn of the 20th century saw the invention of other detection devices—the smoke detector and carbon monoxide detector—that would eventually comprise essential components of modern fire alarm systems. While the technology existed over a hundred years ago, the devices were often too expensive to produce, or too large for viable use in a home or business. It would take improvements in manufacturing and fire alarm technology before the modern fire alarm system could take on the form we’re familiar with today.
The modern fire alarm system: early detection, early response
Ionized smoke detectors (using trace amounts of radioactive particles to detect smoke) were developed for use in 1951 but were too large and costly for even most commercial properties. It wasn’t until 1955 that compact, functional heat detectors began use in homes. Cost-effective, battery-powered smoke detectors were developed in 1965 by Duane Pearsall and Stanley Peterson, and by 1975 the devices were being mass-produced for consumer use. Battery-powered carbon monoxide detectors were developed en masse in the early 1990s, and the first combination smoke/carbon monoxide detectors hit the market in 1996.
For the first time in history, both businesses and homes were able to both locally alert occupants to a fire and send the signal to a monitored control panel. This period of time saw an emphasis on the development of central stations who could actually pinpoint specific locations and alarm signals, relaying that to appropriate dispatchers and fire departments. Firefighting tactics shifted dramatically from fighting declining fires to trying to douse flames in the development phase—before the fires could transform into the block-burning fires of yesteryear. Because of this dramatic shift, fire fatalities have steadily dropped over the course of the past fifty years.
The beginning of the 21st century saw the development and wider acceptance of mass notification systems—specifically, voice evacuation fire alarm systems. Instead of the same light flashes and sirens going off for every unique fire event, a voice evacuation system could alert occupants to the location of a fire, the proper evacuation procedure, and the fact that the alarm was not a drill. By customizing the evacuation procedure, the ability to vacate buildings became even more efficient, further limiting the loss of life associated with fires.
The future of fire alarm technology
Fire codes regulating the proper design and installation of fire alarm systems are slow to change, but rapidly improving technology may alter life safety systems for the better. Already, fire-rated cellular communicators are gaining popularity and will likely overtake old copper phone lines as the primary communication method for fire alarm systems as telecommunications companies move toward voice over IP (VOIP) lines. Fire marshals across the United States are pushing for stricter fire codes including widespread adoption of Underwriter’s Laboratory (UL) and Factory Mutual (FM) standards. Voice evacuation is set to make an ever bigger splash than it already has, and the technologies for early smoke and carbon monoxide detection are consistently improving.
Because the threat of fire is always looming, fire alarm systems remain the most critical component of fire protection in both businesses and homes. Regardless of what’s on the technological horizon, home and business owners alike can rest assured that fire alarm systems are always improving and providing the kind of fire detection that our ancestors could only dream about.
The EPS advantage
At EPS Security, we’re proud to be a part of the history of fire alarm systems. Since 1955, we’ve provided fire protection services to homes and businesses across the state of Michigan. We install and service advancing fire alarm and voice evacuation technology, ensuing the systems at your premises are fit to protect. Our team of dedicated engineers and fire alarm technicians will work to ensure your home or business meets and maintains local fire code. When you install a fire alarm system with EPS Security, our fire safety partnership has just begun.
As always, the protection of your people, places, and things from any threat, is our priority.
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History and Overview
On October 25, 1972, the Joint Council of National Fire Service Organizations (Joint Council) founded the National Professional Qualifications System (NPQS) in an effort to help guide the fire service toward professionalism. Certification arose over a concern that training was becoming very uneven between jurisdictions and sometimes even inadequate. As a result of these concerns, a nine member National Professional Qualifications Board (Pro Board®) was established by the Joint Council to direct the new accreditation and registry system.
In order to develop a system of nationalized training for fire fighters, the Pro Board® requested that the National Fire Protection Association (NFPA) establish consensus technical committees to develop unambiguous standards to be used in the certification process. It is important to remember that the standards were developed by persons performing the jobs (e.g. fire fighters worked on the fire fighter standards, fire investigators on the fire investigator standard, etc.). The initial standards for professional competency were developed for Fire Fighter, Fire Inspector/Fire Investigator, Fire Service Instructor, and Fire Service Officer. And, in 1982, the Pro Board® began the process of accrediting entities that were certifying members of the fire service to these standards. In addition, the Pro Board® issued National Certificates to individuals certified by an accredited agency and maintained a Registry of individuals receiving National Certificates.
After the dissolution of the Joint Council, the National Professional Qualifications System was incorporated in July 1990 as the National Board on Fire Service Professional Qualifications (NBFSPQ) and continues to be referred to as the Pro Board®. The National Board on Fire Service Professional Qualifications operates under the direction of a Board of Directors consisting of one member from each of the following organizations; the International Association of Arson Investigators (IAAI), International Association of Fire Chiefs (IAFC), International Association of Fire Fighters (IAFF), National Association of State Fire Marshals (NASFM), National Fire Protection Association (NFPA), North American Fire Training Directors (NAFTD), Chair of the Pro Board® Advisory Committee, Chair of Committee on Accreditation, Accreditation Manager and one member At-Large. Today, accreditation is issued for certification to over 120 levels of nineteen standards in fire service related competencies. Individuals may become certified in as many disciplines as they desire. And, because examinations are based on the widely available NFPA standards, the Pro Board® avoids problems inherent to local or regional certification systems.
In its most simple form, certification means that an individual has been tested by an accredited examining agency on a body of clearly delineated material and found to meet or exceed the minimum standard. In this instance, certification provides the individual with the opportunity to test skills and knowledge against peers from all types of fire departments and fire service agencies. Well into its fourth decade, the Pro Board® system is the premiere program in the United States , Canada , and Overseas for certification oversight of fire service professionals, career or volunteer.
Under the Pro Board® process, agencies or organizations within States, Provinces, and Oversea Countries apply for accreditation in order to certify individuals to the NFPA standards. These agencies then act as certifying agents operating under the aegis of the National Board on Fire Service Professional Qualifications (Pro Board®).
After success on the examination within a particular discipline, the candidate is then eligible to be entered into the Web based accessible Certification Registry of Fire Services Professionals. It is important to remember that under the National Professional Qualifications System, certifications belong to the individual–a tremendous advantage over local systems. For instance, a certified firefighter in the Certification Registry may, in many cases, transfer between departments in states and provinces which are accredited by the Pro Board®.
A certification credential in the Certification Registry works to serve both the individual who is certified and the department that he or she serves. Also, certified individuals have a credibility that has already proven invaluable to many arson investigators, fire inspectors and others who regularly interface with the legal system. In a profession, which is highly decentralized, certification provides the individual with a sense of accomplishment and draws the fire service as a whole into a much closer alliance. Volunteer or combination departments with internationally certified members know that their competence is well established. As an incentive to professional growth and advancement, certification proves that the member is highly motivated and serious about measuring up to national standards. Certification also addresses the needs of fire service professionals whose career achievements are not as easily rewarded or in evidence as sworn employees. Civilians, many of whom function as inspectors, public safety telecommunicators, life safety educators, and training academy instructors, have long needed a way to present credentials within these disciplines. Being certified to national standards goes far in addressing this concern.
There are also many reasons why having internationally certified members improves the departments for which they work. First, the respect, reputation, and prestige of such professional organizations will expand in proportion to their number of certified members. These departments will have officers and civilian professionals whose credibility is unquestionable. Second, a fire department’s training center will improve as higher goals are secured through the acceptance of the standards. As a result, such training centers will be able to measure themselves as part of a nationally recognized fire training system. Overall, departments and services that teach to the standards and expect members to become certified will become stronger entities.
Fire departments with a commitment to the certification process have an advantage during annual budget reviews. They can argue that having a high proportion of certified members indicates a commitment to the community. Credentialing through certification indicates a higher level of professional motivation that should be justly rewarded. It is incumbent upon individual departments to encourage their members to become certified by adopting the accreditation and certification scheme as an expectation for all members who fall within the examined disciplines.
Professional standards are particularly important in high-risk industries such as the fire service. We must share the same values if we are to evolve further as a profession. The widespread adoption of the accreditation and certification movement offered by the National Board on Fire Service Professional Qualifications (Pro Board®) will go far in ensuring that this trend continues to the benefit of each one of us.
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https://www.denvergov.org/Government/Agencies-Departments-Offices/Agencies-Departments-Offices-Directory/Fire-Department
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Fire Department
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The Denver Fire Department provides fire and emergency services to the citizens who live in, work in, and visit the City and County of Denver.
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https://www.denvergov.org/Government/Agencies-Departments-Offices/Agencies-Departments-Offices-Directory/Fire-Department
|
Checks made payable to:
Denver Manager of Finance
You can deliver in person to:
745 West Colfax Avenue - 1st Floor
(Receipt will be issued)
(Appointment needed)
Or mail to:
P.O. Box 733422
Dallas, TX 75373-3422
Payment may also be made online by credit card.
You can also call (720) 913-3458 if you have questions regarding making payments.
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https://resources.impactfireservices.com/who-is-responsible-for-fire-safety-in-the-workplace
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Who is Responsible for Fire Safety in the Workplace?
|
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"Impact Fire"
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2022-08-08T14:00:00+00:00
|
Let’s break down essential aspects of workplace fire safety and spell out whose job it is to ensure those aspects are met.
|
en
|
https://resources.impactfireservices.com/who-is-responsible-for-fire-safety-in-the-workplace
|
Most people understand the importance of proper workplace fire safety measures. After all, we spend about one-third of our adult life at work. So it makes sense that workplaces— the place where we spend so much time—need to be secure and protected from fire. It’s why we have building fire codes and other protective measures.
However, what isn’t as clear is who’s responsible for fire safety in the workplace. What are the employer and employee's fire safety responsibilities, and what is managed by outside vendors?
Let’s break down essential aspects of workplace fire safety and spell out whose job it is to ensure those aspects are met.
Employer Fire Safety Responsibilities
Employers play a crucial role in enforcing fire protection measures in the workplace. According to the OSH Act, they are responsible for providing a safe workplace. Here are a few key employer fire safety responsibilities.
Create and Document a Workplace Fire Preparedness Plan
It’s your responsibility as an employer to create a fire preparedness plan that covers how to prevent fires from occurring and what to do if a fire breaks out. Your documented plan should include all emergency procedures and escape routes.
OSHA states that a business’s emergency action plan must provide the “designated actions that employers and employees must take to ensure safety from fire and other emergencies.” OSHA requires that employers record emergency action plans in writing unless there are 10 or fewer employees.
Educate all Employees on Fire Safety Procedures
It’s not enough to have a documented fire preparedness plan. Employers need to educate each employee about the plan at the following times:
When the plan is first developed
When the employee is assigned any specific duties or responsibilities relating to the emergency action plan, or when those assignments change
When the plan itself changes
Provide and Maintain the Required Fire Prevention and Protection Equipment
The building owner will typically ensure the workplace is compliant with the latest fire codes, but there are other pieces of fire protection equipment employers must provide and maintain.
Employers must ensure they implement the right processes for providing, inspecting, and maintaining portable fire extinguishers, special hazard fire suppression systems, emergency lighting, and other fire safety equipment.
Train Employees on Proper Use of Fire Safety Equipment
According to OSHA, when employers provide fire protection equipment such as portable fire extinguishers and fire suppression systems, they must also provide employee training on the proper operation of the equipment. It is your responsibility as an employer to provide employee training on fire safety equipment at least once per year.
Employee Fire Safety Responsibilities
It’s everyone’s responsibility to prevent injuries, promote prevention, and maintain a safe environment. Employees are often the first line of defense when it comes to responding to and preventing workplace fires. Here are a few key employee fire safety responsibilities.
Understand Your Options in a Fire (Fight or Flight)
Employees have two options: fight or flight if a fire breaks out in the workplace. What employees don’t have, however, is an obligation to do one action or the other. Some companies try to implement policies stating that employees are prohibited from operating fire protection equipment to fight an incipient-stage fire. But it’s not lawful to prevent a person from protecting themselves.
Likewise, employees can’t be required to suppress a fire in the workplace. The decision to fight or flight is entirely up to the employee. Proper employee fire extinguisher training helps people take the right action faster.
Practice Proper Safety Procedures
Employees are responsible for paying attention to the safety procedures laid out in the company’s action plan. Employees must take charge of their life safety by participating in training and carefully reading through documented plans.
Often, employees take on safety leadership roles in the workplace. Whether it’s by nature of their job, such as in the industrial and manufacturing industries, or whether they are volunteer safety officers in the office, employees sometimes lead their peers in fire protection, including:
Directing people to follow procedures in an evacuation
Staying behind to perform duties such as shutting down specific equipment
Setting up fire safety training
Fire Protection Service Provider Fire Safety Responsibilities
Many aspects of fire prevention can be outsourced to a fire protection company, including employee fire extinguisher training. Outsourcing reduces the liability for your company while ensuring that critical inspections and maintenance happen regularly. A certified fire protection vendor should handle the installation, inspection, and maintenance of the following fire and life safety equipment:
Fire pumps
Fire extinguishers
Emergency lighting
Fire alarm systems
Fire sprinkler systems
Special hazard fire suppression
Kitchen fire suppression systems
Passive fire protection equipment
Preventing Fires in Your Workplace
Everyone within an organization has specific responsibilities when it comes to fire safety. Knowing your responsibilities—and taking the proper action—can help protect your business and save lives. To learn more about creating your complete fire safety plan, download the Workplace Fire Safety Guide.
Editor's Note: This post was originally published on April 22, 2019, and has been updated for accuracy and current best practices.
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|
dbpedia
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0
| 28
|
https://www.wscff.org/about/become-a-union-fire-fighter-in-washington-state/
|
en
|
Become a Washington Fire Fighter
|
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2019-01-25T22:37:16+00:00
|
Each fire department uses a different process for recruiting, training and hiring. Learn what the requirements are.
|
en
|
Washington State Council of Fire Fighters
|
https://www.wscff.org/about/become-a-union-fire-fighter-in-washington-state/
|
Qualifications
There is no single path to become a fire fighter in Washington State, but there are some basic qualifications: you should be over 18 years of age, have earned a high school diploma or GED, and possess a valid driver’s license.
Fire fighting is a physically demanding job. A first step might be to complete the Candidate Physical Abilities Test (CPAT). This test is designed to provide fire departments with pools of candidates who are physically able to perform essential tasks at fire scenes.
Every fire department uses a different process for recruiting, training, and hiring. To learn what these requirements are, contact your City, Fire District, or Regional Fire Authority.
Washington State Fire Fighters Joint Apprenticeship and Training Committee
The WSFF JATC offers career fire fighters a disciplined career training and development program that integrates:
On-the-Job Training (OJT)
Professional Certifications: IFSAC, ProBoard
College-level Academic Studies
Fire Science degrees are offered at several educational institutions around the state, including:
Bates Technical College
Everett Community College
Spokane Community College
Pierce College
Walla Walla Community College
Approved Washington Paramedic Education Programs:
Central Washington University Paramedicine Program
Harborview Medical Center – University of Washington
Tacoma Fire Department
Bellingham Technical College
Bachelor of Applied Science in Fire Services Leadership and Management (BAS-FSLM) at Pierce College
This leadership and management degree program is part of a guided career pathway designed to prepare students to become 21st century leaders in the fire service.
The FSLM program is primarily taught online in order to provide fire service professionals the skills and knowledge they need to advance into leadership positions.
Application for Fire Service Leadership Management, Bachelor of Applied Science Degree
Volunteering, particularly in rural communities, can be a great way to learn more about the fire service.
|
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3740
|
dbpedia
|
3
| 84
|
https://www.carnuntum.at/sr/fire-brigade
|
en
|
Fire brigade
|
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[] |
[
""
] | null |
[
"Römerstadt Carnuntum"
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sr
|
Römerstadt Carnuntum
|
https://www.carnuntum.at/sr/fire-brigade
|
The volunteer fire brigade plays an indispensable role in today's society by providing rapid and effective assistance in the event of fires, accidents and disasters. In ancient times, the risk of fire in Carnuntum, as in other Roman cities, was exceptionally high. Countless open fires indoors and outdoors, torches, oil lamps and similar sources of heat and light could cause devastating fires at any time. This can be seen in archaeological excavations in many settlements, where in some cases major fire destruction can be proven, usually due to accidentally started fires. For this reason, metalworking companies and craftsmen, for example, tended to be located outside the centre of a town in order to minimise the risk of fire.
The organisation of fire protection was therefore already an important task in ancient times. The Roman Empire also had a kind of fire brigade. The urban Roman professional fire brigade, known as vigiles, is an early example of well-organised (military) fire brigades whose principles of firefighting and community responsibility are still relevant today. In the more northern provinces such as Pannonia or Noricum, there is evidence of craftsmen's associations (collegia) in many towns, which were also used to fight fires. These associations were most similar to today's volunteer fire brigades.
The organisation of fire protection was necessary in larger cities of the Roman Empire, while neighbourhood help was often sufficient in smaller settlements. The focus was on quickly fighting small fires caused by open fires to prevent them from spreading. Due to the close proximity of buildings, building regulations for safety distances were in place from the imperial era onwards. Water buckets (hamae), vinegar-soaked blankets (centones), crowbars (dolabrae) and fire extinguishers (siphones) were used to fight fires, but these only had a limited capacity. What a fire brigade operation might have looked like in ancient Carnuntum was re-enacted by the Gentes Danubii association at our Festival of Late Antiquity in 2017 - they were also able to successfully put out fires under the watchful eye of the Petronell-Carnuntum volunteer fire brigade.
Today, we have some written records of the firefighters of antiquity, but also, in addition to the layers of fire from any fires during excavations, one or two archaeological finds: the dedication monument of Lucius Octavius Faustinianus (currently on display in the Carnuntinum Museum), known as the Faustinianus Altar, provides us with evidence of Carnuntum's ancient fire brigade. This was discovered at the end of the 1950s during excavations in the Great Baths of the civilian city. Faustinianus, a high-ranking magistrate and knight from the city's aristocracy, donated a statuette of Genius to the collegium fabrum, a kind of voluntary fire brigade, as a dedicatory inscription on the base of the statue attests. The monument was consecrated on the day of the Volcanalia (23 August 219 AD), a particularly important day for the collegium fabrum, as it was responsible for fire protection, as in many other cities. The altar of consecration was probably placed in the assembly room (schola) of this collegium in the immediate vicinity of the baths.
These far-reaching measures of ancient firefighting emphasise the great importance that fire protection had in the Roman Empire in order to protect cities from destructive fires. The achievements and innovations of the Roman fire brigades laid the foundations for the modern fire service, which today, despite all the technical developments, still relies on the courage of its members, just as it did 2,000 years ago.
|
|||||
3740
|
dbpedia
|
2
| 27
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https://fire.georgetown.org/rank-structure/
|
en
|
Rank Structure – Georgetown Fire Department
|
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[] |
[
""
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[] | null |
en
|
https://fire.georgetown.org/rank-structure/
|
Rank Structure
The rank structure is as follows (in ascending order): Probationary Firefighter, Firefighter, Driver Engineer, Lieutenant, Captain, Battalion Chief, Assistant Chief, and Fire Chief. Promotions to all rank below assistant chief are conducted through state civil service testing process.
Fire Department units are usually divided into a few basic categories.
Company(s) – This is the basic unit. This is made up of a single piece of apparatus and it’s crew. The company can be supervised by an officer. Usually a Lieutenant supervises an Engine Company or Rescue Company and a Captain supervises a Ladder/Truck Company. If the Captain is off duty for some reason, (vacation, illness, working in another capacity, etc.) the Lieutenant will often move up and take his place. He would be referred to as an “Acting Captain” for the day. If the Lieutenant is off duty for some reason, (vacation, illness, working in another capacity, etc.) the Driver Engineer would move up to “Acting Lieutenant.”
Battalion(s) – The city currently has one Battalion. This is usually made up of 4 to 5 stations and the companies that are quartered there. These companies and personnel are supervised by a Battalion Chief. There is a Battalion Chief (BC) assigned to each of the three shifts. Battalion Chiefs also are assigned to staff positions, such as Training & Safety.
You might want to think of it this way.
Probationary Firefighter (PFF) – is an “at will” entry level position that is currently being trained and evaluated during their first 12 months of employment.
Firefighter (FF) – is a basic worker that is responsible for hose line placement, fire suppression, operating rescue tools, search and rescue, etc. There is usually 1 – 2 in most companies. In the absence of the Driver Engineer, works as the “Acting DE” (Note: “Firefighter” is the generic term for all members of a fire department, but it is also a rank within the organization.)
Driver Engineer (DE) – Also known as “Chauffeur”, “Apparatus Operator (AO)”, “Fire Equipment Operator” (FEO) and other terms. This is the person who drives the apparatus and operates the fire pump or aerial ladder. They are specialist who knows everything about that piece of apparatus. In the absence of the Lieutenant, the DE works as “Acting LT”.
Lieutenant (LT) – This officer supervises daily operations, training, and emergency response of an Engine Company or Rescue Company and the personnel assigned to it. In the absence of the Captain, works as “Acting Capt”
Captain (CAPT) – This officer supervises daily operations, training, and emergency response of a Ladder/Truck Company and the personnel assigned to it and the Fire Station. They may have one or more Lieutenants working at the station on an Engine Company or Rescue Company. This officer is often the initial commander at emergencies and can be called upon to fill in for the Battalion Chief during his or her absence. A Captain may also be over a special section or function. Examples are: Dispatch, Training, EMS etc.
Battalion Chief (BC) – The Battalion Chief is really the person who insures that day to day operations are possible. Consider this: there are 168 hours in a week and the Fire Chief and Assistant Chief work 40 hours a week. For most of the time, the Battalion Chief is the highest ranking officer on duty. Before the oncoming shift starts and outgoing shift leaves, the Battalion Chief must make sure that there are enough people on duty. Does this sound easy? Imagine having 50 people who work for you. Each person has a very specific role and every role must be covered. You might have one or two extra people on some days, but what if too many people call in sick at the last minute? What do you do? Perhaps you can hire an overtime firefighter, who is not a paramedic, but you need a paramedic. Do you get on the phone and hope you can find a paramedic who can quickly come in? Do you move four people around so you can finally put that firefighter where you don’t need a paramedic and move the paramedic from his station to another station? This is just one job that a BC may face every day, and the shift hasn’t even started yet. Schedules have to be planned in advance. Vacations need to be scheduled and assignments need to be considered. If a firefighter gets injured or a vehicle has an accident, it is the Battalion Chief who makes the initial investigation report. The list of jobs and responsibilities can go on and on. Every detail of the battalion is handled, in some way, by the BC. Sometimes a decision is made to take an issue to a higher level, but that is rare. Besides the day to day logistical paperwork and time spent on the phone that takes up much of the chief’s time, there is the chaos of an emergency scene which requires a great deal of communication and information coordination.
Assistant Chief – Manage, control, and direct activities of personnel assigned to the Operations Division. Manage the administrative and operational functions of the Department. Develop, implement, and administer programs and projects to ensure the continued quality of fire services and facilities through the effective use of resources. Provide professional and technical assistance to the Fire Chief and other department staff. Assist in preparing the Operating and Capital Improvement Budgets and oversees the planning and construction of future fire stations.
Fire Chief – The executive head of the Fire Department and is directly responsible for proper and efficient operations. Supervise, regulate and manage the department and have control of all its personnel and activities, including fire safety education, fire protection, fire extinguishment, emergency medical service, administration, and to provide highly responsible and technical assistance to the City Manager.
|
|||||||
3740
|
dbpedia
|
1
| 25
|
https://www.newportbeachca.gov/government/departments/fire-department
|
en
|
City of Newport Beach
|
https://www.newportbeachca.gov/home/showpublishedimage/65459/638581301427000000
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/favicon.ico
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Empty heading
Empty heading
Empty heading
Mission Statement
Provide all risk services to our community by protecting life, property, and the environment through prevention, training, education, and response.
Vision Statement
The Newport Beach Fire Department is an organization that fosters a culture of dignity and respect, both internally and externally. We are prepared to mitigate all emergencies and calls for service. We provide solutions and services that exceed community expectations. We provide risk reduction through community engagement and education. We promote an environment that encourages personal and organizational growth. We are dedicated to safety, service, and professionalism as fire service professionals. We implement this vision while also focusing on our core values:
Integrity
Teamwork
Honor
Respect
Compassion
Resilience
Health
Innovation
The mission and vision statement provide the framework for the Newport Beach Fire Department's goals and activities. The Department’s 152 full-time employees and over 200 part-time / seasonal employees provide 24-hour protection and response to the community's residents, businesses, and visitors.
Primary Goals
Develop an effective organization responsive to the needs of its members and the community it serves.
Deliver effective and efficient emergency services to the community.
Effectively manage the organization’s financial and capital resources.
Develop a safe community through proactive fire prevention, public safety education, and risk mitigation.
Leadership
Empty heading
Empty heading
Quick Links
2022-2025 Strategic Plan
2022 Annual Report
2020-2021 Annual Report
Contact Us
Department Fact Sheet
Newport Ready Guide
Plan Check Status
Pulse Point App
Ready, Set, Go!
Social Media
What's Happening in My Neighborhood Map (Calls for service displayed on an interactive map)
Programs
Community Emergency Response Team (CERT)
Fire Medics Program
Fire Cadet Program (formerly Explorer Post 309)
Other Forms
Station Tour Request Form
Community Event Request Form
Application for Temporary Permit to Operate
Incident Report Request Form
NBFD Wildland Inspection Request Form
|
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3740
|
dbpedia
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2
| 71
|
https://www.firerescue1.com/career-1/articles/core-values-16-ways-to-consider-your-contributions-to-the-fire-service-mEK1P4WwYrh5EtlT/
|
en
|
Core values: 16 ways to consider your contributions to the fire service
|
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[
"Brian Watson",
"Purdue University",
"leadership - organizational design",
"Brian-Watson"
] |
2022-08-09T01:50:29+00:00
|
Can you recognize the core values that existed within you long before becoming a firefighter?
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en
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FireRescue1
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https://www.firerescue1.com/career-1/articles/core-values-16-ways-to-consider-your-contributions-to-the-fire-service-mEK1P4WwYrh5EtlT/
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One day in 1982, my grandmother got off the bus and was walking home in the Hollywood Heights area of Shreveport, Louisiana. Sometimes I’d go and meet her on her way back to the house after work. I can still see her uniform – an overcoat over a white uniformed dress, white stockings and white shoes. She always had a smile on her face, no matter the time or day.
As we got closer to each other, I asked her a question: “Grandma, what is it that you do for a living?” She stopped for a second and replied, “I’m a servant to a people and someday you will be too.”
I didn’t know in that moment what she meant – and I still didn’t have an idea for many years. In fact, it wasn’t until I was 17 years old that I got my first exposure to her message for me and my life’s purpose. I had started working at the Brookshires Grocery Company. This is where I began developing the core values that have helped me become a public servant for the Shreveport Fire Department.
Core values
Each of the core values displayed below is part of our fire service tradition, history and service to the community. And in 2015, my department added this list of values to our rules and regulations.
Which of these values stand out to you? Think about what you were doing before you began you fire service career. Which core value was already stirring in the fiber of your being? This could be the initial link to why you joined the fire service.
As we review each, I’ll share my personal experience with these values, from my youth to the fire department. How do these values manifest in your fire service experience?
1. Integrity and honesty in all matters, the highest manner of trustworthiness.
As I reflect to my very first job as a grocery bagger, this building block established the ground rules for being honest by not accepting tips. The grocery company offered pay above the other local grocery companies, so there was no need to accept tips – it was a pleasure to serve the customer.
Across the world, the firefighters have an impeccable standard of being honest and displaying integrity. We must display honesty and integrity as we help individuals in their immediate time of need.
2. Professional pride in our appearance and service while adhering to strong moral and ethical conduct.
As a grocery store bagger, I was one of the first and last people with whom a customer would interact. My professional pride had to show through my appearance before I even opened my mouth for a greeting. A white long-sleeved, button shirt with a bowtie, tan khakis and a clean apron was the attire for service.
Similarly, the firefighters’ uniform has always been an iconic signal for excellence. Before a firefighter says a word, that ironed uniform, shined boots and neat hair is a symbol of the care and treatment we offer.
3. Respect displayed at all times for all citizens and coworkers up and down the chain of command.
As the grocery store entry door swung open, there was always a welcoming greeting of “Come in!” as customers arrived. This was the first show of respect – a respect that would last throughout their entire store environment.
The fire service culture must show care and respect for its community. Whether it’s during a call or in between calls, we connect the modern-day firefighter to the bucket brigade of Benjamin Franklin.
4. Positive servant attitude reflected on all incidents and interactions with the public and with coworkers.
Each grocery store had a core group of people who worked together, both during the times of economic growth and during a sustaining period when we battled other companies for the best sales.
The fire service must maintain its resilience, during times of goodwill and challenges. We have seen lately some sacrifice in equipment, jobs and pay. But even during challenging times, firefighters must continue respond to calls with a servant attitude.
5. Humility displayed by putting others needs ahead of our own.
As a grocery store bagger, I embraced the pride in making sure the customers’ needs were met. This helped me understand that placing them first, no matter how many times they came into the grocery store, helped the company succeed.
At our fire department, our citizens must come first. We must meet their needs as we encounter difficult situations, putting their needs before our own.
6. Initiative for each member to take the leading action to provide the best service and improve one’s KSAs as a firefighter.
As a bagger, keeping a clean and ready-to-go environment meant several tasks: restock displays, clean floors and hang new signs in the windows. Not being told to do these things – just doing them – creates an atmosphere of initiative.
Each firefighter has their responsibilities that they understand well. This keeps the shift running like a well-oiled machine. By being ready to go, each firefighter is prepared to take on the next challenge. This takes physical and mental initiative.
7. Consistent and fair in all our actions as leaders and followers.
Each customer at the grocery store deserved a smile, a cordial atmosphere and an overall positive experience each time they shopped with us. This consistency was rewarded with return visits, plus the monthly and yearly awards that the grocery company shared with workers.
When fire crews respond to calls, they cannot allow tunnel vision in repetitiveness of calls. Some calls may be demanding, and others may seem routine; however, being consistent and fair is important across the board.
8. Commitment to give our total best everyday: “Today I gave everything I had; what I kept I have lost forever.”
We served every customer that came into the grocery store. We knew the peak shopping times, so we pushed and adapted to keep a high commitment of service.
Fire and EMS members work tirelessly at calls. Some calls are short, others longer or more complex in nature. The commitment must remain constant no matter the call type, and that commitment must extend from the time the member first hears the call to when they physically response to it.
9. Personal courage to always do the right thing and make the right decision even though it may be unpopular.
As noted, not taking tips at the grocery store was a part of being honest and integrity. Personal courage enhances that description, as we had to consider several factors beyond whether to accept a tip for the job. We were store ambassadors.
Firefighters have a different experience with courage. For example, the Johnsons’ house is burning, and Mr. Johnson is not breathing. Firefighters take on that charge to enter the scenario with a personal courage meter on 110%. This value is at the top of the list, rooted deep inside potential members applying for this job.
10. Compassion to foster a genuine concern for those who call us and do everything we can to improve their worst day.
Carrying out groceries was important to the success of the grocery shopping experience. It was a pleasure to serve in this capacity. The compassion that was gained from the act of carrying out groceries grew more at each opportunity.
Firefighters must show compassion on every call. We want the best outcome for the situation. And we are human, so compassion is rooted deep within each of us.
11. Encouragement to build up our coworkers and make them better and feel appreciated.
There were so many teams within teams at the grocery store. The cashier would ring up the groceries, and the bagger would sack them up. It was a glorious team effort. But sometimes the teams weren’t balanced as they seem. This is where it was important to build up the newly hired, those who haven’t caught on as quickly to a routine, not to mention if someone is having a bad day and needs some assistance.
Firefighting teams depend on each other. Every scenario needs attentiveness to achieve the best outcome – from everyone on the team. There are times when a team member will need encouragement. We do this well, encouraging others within the team and helping move them forward to the best outcome.
12. Diversity of the people in our department and our community and recognizing everyone has value.
One value of being a community grocery store is you get to see and meet everyone at some time of the year. Depending on the location of the store, you can meet or work with a diverse group of individuals.
For the fire service, our communities are diverse, and fire department membership should reflect and represent this. Diversity gives the fire service as a whole the opportunity to live up to each of our core values.
13. Accountability to ourselves, each other and to our citizens by taking ownership of our actions.
Work schedules were tight back at the grocery store, but you earned your way for more hours. Showing up on time, dressed the part, and mentally ready for the shift was important to supervisors.
The fire service accountability system buries itself in the job description. Every incident shows our accountability status. The community calls us, and we are there – and we must be ready for the next call.
14. Knowledgeable to continue professional development by training and education to improve our skills in delivering the best emergency all hazards service.
As a 17-year-old who couldn’t wait to become an adult, this new adult work world was my new life. So, while facing a new set of people, job description and environment, there was a craving for “How can I do my job better?”
One of the best things in life is learning something new every day. The fire service projects learning more about the craft of being a firefighter at the highest priority, as it can be the difference between life and death. It’s essential to be knowledgeable about your fire service.
15. Teamwork in knowing we can always accomplish and perform so much better together as team.
The teamwork I mentioned earlier considered teams within teams. But there was another important factor that I realized later in my career. This was the teamwork of supervisors. Some may have seemed to just bark out directions, but they were team members, too.
Teamwork is highly beneficial to the best outcomes for each fire crew (team). Every call, we show up together. Whether it’s a small team or a complex one, teamwork makes the dream work.
16. Safety to ensure our own health as well as the safety of our team and those we serve.
As a bagger, cashier, manager, etc., safety was key and foremost – even in the grocery industry.
The same is true at the fire department. Every aspect of a call, our training and leadership begins with safety.
Ode to my grandmother – Essie B. Watson
The integrity and honesty that my grandma shared gave me a professional pride to gather the respect for others and have a positive servant attitude. The humility she shared with me was broad enough to create my initiative to be consistent and fair in my commitment to the Shreveport Fire Department. It took personal courage and compassion, along with my grandma’s encouragement and the tools of the founding initiatives from Brookshires and the diversity it offered. This allowed me to be accountable and knowledgeable to better cultivate teamwork and safety at the department.
Can you think back in your past of the core values that you received from family or previous jobs that links you to being the fire service member you are today?
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dbpedia
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https://www.chicago.gov/city/en/depts/cfd/supp_info/cfd_definitions.html
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en
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City of Chicago :: CFD Definitions
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https://www.chicago.gov/content/city/en/depts/cfd/supp_info/cfd_definitions.html
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Chicago Fire Department Definitions
Ambulance Assist Run/Call - A call in which basic or advanced EMS care is rendered to an ill or injured person.
Apparatus - The name given to fire engines, fire trucks, paramedic ambulance and other motorized equipment.
Arson - The crime of maliciously (or perhaps recklessly) setting fire to property, especially a dwelling. Punishable in various degrees, depending upon the circumstances.
Backdraft - A fire phenomenon caused when heat and heavy smoke (unburned fuel particles) accumulate inside a compartment, depleting the available air. Then, when oxygen/air is re-introduced, completing the fire triangle and causing rapid combustion.
Bangor - This is a 50 foot, or larger, ladder that has "tormenter poles" to assist in the raising and to stabilize the sides. It is our largest stand-alone ladder.
Bank Down - What the smoke does as it fills a room, banks down to the floor, creating several layers of heat and smoke at different temperatures – the coolest being at the bottom.
Battalion - A number of fire stations in a geographical area. The city is divided into 24 Battalions.
Battalion Chief - The supervisor of the firehouses in the battalion and acts as incident commander for fires in his/her battalion.
BLEVE - Boiling Liquid Expanding Vapor Explosion. Explosion of a pressure tank containing an overheated material when the vapor expansion rate exceeds the pressure relief capacity (e.g., steam boiler or propane tank). If the contents are flammable, the rapidly released vapor may react in a secondary fuel-air explosion.
Box Alarm / Box Card - Developed from a card system which listed the companies that were due to respond on an alarm. This comes from the old practice of transmitting fire alarms through a telegraph system.
Bunkroom - A bedroom or sleeping area.
Candidate - A new firefighter on employment probation (a period of time during which his or her skills are improved, honed, tested, and evaluated).
Captain - An officer responsible for their crew of firefighters as well the firehouse itself and all members on all shifts at their assigned firehouse.
Charged Line - Filling or using a fire hose line that is full of water.
Chicago Bar - A forcible entry tool created in Chicago to assist in forcing of doors, bars etc.
Cockloft - Structural space above the ceiling and below the rafters, often connecting adjacent occupancies and permitting fire to spread laterally, often unseen.
Collapse Zone - Estimated as an area one and a half times the height of the fire building where a wall may fall. Fireground operations should not be conducted within the collapse zone. Corners of the building are the safest place for operations.
Crew - The group of personnel consisting of an officer, firefighters or paramedics assigned to a fire apparatus or ambulance.
Crosslay - Arrangement of hose on an engine such that it can be quickly unloaded from either side of the apparatus; often pre-connected to a pump outlet and equipped with a suitable nozzle.
Deck Gun - A large water nozzle attached to the top of the engine. Deck guns deliver larger amounts of water than hand-held hose.
Defensive Operations - This is a fire ground strategy based on firefighter safety and the protection of exposures. The goal is to simply confine the fire to the building/area of origin. No aggressive interior firefighting operations take place in the defensive mode, usually due to safety concerns for entering the building.
District - Geographical areas comprised of numerous battalions. The city is divided into 5 districts, including the airports.
Drill - Training during which an emergency is simulated and the trainees go through the steps of responding as if it were real, or practicing particular skills to enhance a member’s ability to perform the skill during an emergency.
EMS - Emergency Medical Service.
Engine - A motorized apparatus that has a pump, a 500-gallon water tank and hose. Often called a pumper.
Engineer - The member who drives the fire engine during routine driving and during emergencies. Also operates the pumps to deliver water through the fire hoses.
Evacuation - Removal of people from a dangerous area, in particular, a Hazmat incident, burning building, or other emergency. Also refers to act of removing firefighters from a structure in danger of collapsing.
Exposure - Property near fire that may become involved by transfer of heat or burning material from main fire, typically by convection or radiation. May range from 40 feet to several miles, depending on size and type of fire or explosion.
Extra Alarm - A request by an incident commander for additional personnel and apparatus.
Extrication - Removal of a trapped victim such as a vehicle extrication, confined space rescue, or trench rescue; sometimes using hydraulic spreader, Jaws of Life or other technical equipment.
Fire Academy - A location where candidates are trained as well as periodic training of the members of the department.
Fire Boat - A specialized watercraft and with pumps and nozzles designed for fighting shoreline and shipboard fires.
Fire Code - (Fire safety code) Regulations for fire prevention and safety involving flammables, explosives and other dangerous operations and occupancies.
Fire Escape - A building structure arranged outside to assist in safe evacuation of occupants during an emergency; may connect horizontally beyond a fire wall or vertically to a roof or (preferably) to the ground, perhaps with a counter-weighted span to deny access to intruders.
Firefighter - The member who provides first aid to patients, uses the hose lines to deliver water to extinguish fires, makes hydrants, performs searches for victims and other physical work during an emergency. Also does the station cleaning and maintenance during daily station activities.
Fireground - The operational area at the scene of a fire; area in which incident commander is in control. Also used as name of radio frequency to be used by units operating in the fireground, as in “Responding units switch to fireground.”
Firehouse - Another term for a fire station. Where fire apparatus is stored and where full-time firefighters work.
Fire Inspector - A member of the Fire Prevention Bureau who is responsible for issuing permits and enforcing the fire code, including any necessary premises inspection, before allowing (or during) a large indoor gathering.
Fire Insurance Patrol - Their mission was to respond to fire alarms along with the Chicago Fire Department and reduce the damage caused by smoke and water. They fought their way into burning buildings to save business records, other valuable items and cover property with their waterproof tarpaulins. The Patrol was in service from 1871 – 1959.
Fire Load - The contents of the structure or residence during ordinary combustion of all the fuel in a given space.
Fire Marshal - Arson investigator.
Fire Pole - A pole installed between floors in fire stations, allowing firefighters responding to an alarm to quickly descend to the ground floor faster than by using a standard staircase.
Fire Wall - Building structure designed to delay horizontal spread of a fire from one area of a building to another, often regulated by fire code.
Flashover - Simultaneous ignition of combustible materials in a closed space, as when materials simultaneously reach their ignition temperature.
Flashpoint - Lowest temperature at which a material will emit vapor combustible in air mixture. Lower than fire point of same material.
Forcible entry - Gaining entry to an area using force to disable or bypass security devices, typically using force tools, sometimes using tools specialized for entry (e.g., Chicago Bar).
Forward Lay - Procedure of stringing water supply hose from a water source toward a fire scene; co-pare with reverse lay.
Friction Loss - Reduction of flow in a firehose caused by friction between the water and the lining of the hose. Depends primarily upon diameter, type and length of hose, and amount of water flowing through.
Fully Involved - Term of size-up meaning the fire, heat and smoke in a structure are so widespread that internal access must wait until fire streams can be applied.
Grease Fire - A fire involving any manner of cooking oil or other flammable cooking or lubricating materials.
Hazmat - Hazardous materials, including solids, liquids, or gasses that may cause injury, death, or damage if released or triggered.
High-rise Building - Any building taller than eighty feet.
High-rise Pack - A shoulder load of hose with a nozzle and other tools necessary to connect the hose to a standpipe.
Hose Tower - A tower in the firehouse that is used to dry the fire hose.
Hot Zone - Contaminated area of Hazmat incident that must be isolated; requires suitable protective equipment to enter and decontamination upon exit.
Hurst Tool - The copyrighted name of the hydraulic rescue tool, developed by Hurst, used to free people trapped in automobile crashes.
Incident Commander - The officer in charge of all activities at an incident.
Joker Stand - The communications center of an older Chicago firehouse which involved the telegraph key, speakers and phones.
Jumpseat - The rear facing seats, occupied most often by the firefighters, on a fire engine or truck company.
Knocked - Term used to indicate that the fire has been extinguished or the fires progress has been slowed.
Level I, II, III Incident - A Hazmat term denoting the severity of the incident and the type of response that may be necessary, where Level III is the largest or most dangerous.
Lieutenant - An officer responsible for a company of firefighters of one engine or truck.
Maltese Cross - The current emblem of the Chicago Fire Department that is based upon the cross worn on the tunics of the Knights Hospitallers of Jerusalem, AKA the "Knights of Malta".
Mass Casualty - Any incident that produces a large number of injured persons requiring emergency medical treatment and transportation to a medical facility. The exact number of patients that makes an incident "mass casualty" is defined by departmental procedures and may vary from area to area.
Master Stream - A large nozzle, either portable or fixed to a pumper, capable of throwing large amounts of water relatively long distances.
Mutual Aid - An agreement between the Chicago Fire Department and nearby suburbs to assist each other during large scale emergencies by responding with available manpower and apparatus.
OFI - The Office of Fire Investigation staffs Fire Marshals who investigates suspicious fires in the city of Chicago.
Overhauling - Conducted during the late stage in fire-suppression process during which the burned area is carefully examined for remaining sources of heat that may re-kindle the fire. Often coincides with salvage operations to prevent further loss to structure or its contents, as well as fire-cause determination and preservation of evidence.
Pike Pole - A piece of equipment used for overhaul. Most often it is use for the opening of ceilings. Of all the tools of the fire service, the pike pole is probably among the most often used.
Pompier Ladder - This is a ladder reportedly named for the firefighters of Paris, who are known as Pompiers. This ladder has a large hook on one end. A firefighter would stick this in the window of the floor above, climb out the window and up the ladder, where he would repeat the process. This is no longer used in the fire service.
Pre-planning - Fire protection strategy involving visits to potentially hazardous occupancies for inspection, follow up analysis and recommendations for actions to be taken in case of specific incidents.
Progress Report - Reports that provide for an important exchange of information between Command and companies assigned to the incident.
Rack – Bed.
Rehab Area - The organized process of rehabilitating firefighters through re-hydration, active cooling, rest and medical assessment to ensure the safety, health and well-being of the exerted firefighter.
Reverse Lay - The process of stringing hose from a fire toward a source of water, i.e., a fire hydrant.
RIT (Rapid Intervention Team) - Firefighters with specialized training, experience and tools, assigned to stand by for rescue of other firefighters inside a structure.
Salvage Cover - Heavy-duty tarpaulins folded or rolled for quick deployment to cover personal property subjected to possible water or other damage during firefighting.
SCBA - A portable self contained breathing apparatus worn on the back of a firefighter that allows the users to breath fresh air contained in a pressurized cylinder through a face mask.
Search and Rescue - Entering a fire building or collapse zone for an orderly search for victims and removal of live victims. Becomes "recovery" if victims are not likely to be found alive.
Sector - A physical or operational division of an incident. A typical system for structure fires names the "front" of the building "sector 1", and continues clockwise around the building with sector 2 to the right of the building, 3 in the rear and 4 to the left.
Shift - The work period of an assigned crew which is 24 hours
Shops - The location in which the apparatus and tools are repaired.
Shut Off Pipe - A solid stream nozzle invented in Chicago which attaches to a 2 ½” hose line. After the fire has been brought under control, it enables a 1 ¾” hose line to attach to it for washdown.
Siamese - A device used to combine two hose lines into one.
Size-up - Initial evaluation of an incident, in particular a determination of immediate hazards to responders, other lives and property, and what additional resources may be needed. Example: "Two-story brick taxpayer with heavy smoke showing from rear wooden porches and children reported trapped."
Smoke-proof Stairwell - Building structure that isolates escape stairwells with relatively fireproof walls, self-closing doors, and positive pressure ventilation, to prevent smoke or fumes from entering the stairwell during evacuation of occupants during a fire or other emergency.
Snorkel - Invented in Chicago, the snorkel is an articulating boom with a platform. It has the ability to spray water from the platform permanently plumbed into the system.
Solid Stream - Fire stream from round orifice of nozzle. Compare straight stream.
Squad - A special operations apparatus that carries tools and equipment for heavy rescue.
Staging - Designated area in close proximity to an incident where responding resources arrive for assignment to another sector. The Incident Commander sets the Staging Area.
Straight Stream - Round, hollow stream formed as water passes a round baffle through a round orifice (e.g., on an adjustable nozzle.) Compare solid stream.
Stripping Ladder - Created in Chicago and was designed to assist in opening roofs.
TIC (Thermal Imaging Camera) - This is a camera that can be used to seek out hidden fires, identify down victims or see through smoke.
Truck - A motorized apparatus that has a large mounted hydraulically raised 100-foot ladder. The truck also carries smaller ground ladders and varied equipment for specialized functions.
Turnouts or Bunkers - The set of protective pants and coat worn by firefighters to protect them from cuts, abrasions, heat and flames while fighting a fire or performing other duties.
Ventilation - Important procedure in firefighting in which the hot smoke and gases are removed from inside a structure, either by natural convection or forced, and either through existing openings or new ones provided by firefighters at appropriate locations (e.g., on the roof). Proper ventilation can save lives and improper ventilation can cause a backdraft or other hazards.
Vertical Ventilation - Ventilation technique making use of the principle of convection in which heated gases naturally rise.
Void Spaces - Enclosed portions of a building where fire can spread undetected.
Working Fire - A confirmed fire in which companies will be leading out to extinguish and RIT companies are dispatched.
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https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5830306/
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Health Concerns of the U.S. Fire Service: Perspectives From the Firehouse
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Firefighters are expected to respond to any domestic emergency at a moment’s notice, and therefore their health and readiness are key to the public safety net. Although emerging research is focusing on understanding firefighters’ increased ...
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https://www.ncbi.nlm.nih.gov/coreutils/nwds/img/favicons/favicon.ico
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PubMed Central (PMC)
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https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5830306/
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PURPOSE
Firefighters are expected to respond to any emergency that occurs in their community. Firefighting is an inherently dangerous occupation, given that job tasks involve not only fire suppression but, increasingly, providing emergency medical services, rescue operations, and hazardous material response to any emergency that occurs in the community.1 Because of the unique role firefighters fill, their readiness and ability to respond at a moment’s notice becomes a key concern for emergency preparedness.
There has been a considerable amount of research into the relationship between firefighting and cancer,2 but other areas, such as cardiac health, physiologic strain, and injury have received less attention, and several of the seminal articles on these topics have been published just in the past decade.3,4 A number of occupation-specific challenges exist for firefighters that put them at increased risk for disease and injury. For instance, Kales and colleagues5 identified a number of chronic stressors (e.g., long periods of sedentary activities, smoke exposure, the challenges of shift work, firehouse dietary patterns, and occupational stress) and acute stressors (e.g., irregular physical exertion, smoke exposure, dehydration and excessive heat, alarm response, and extreme physical exertion of firefighting and training activities) that likely lead to increased risk.
With increased understanding of the unique job tasks and exposures firefighters face, increased scientific attention has focused on the impact of these duties on firefighter health. Current evidence suggests that firefighters are at increased risk for heart attacks on duty,2,3 cancer,4 and injury.6 In addition, evidence suggests low physical fitness2,3,7,8 and rates of obesity higher than those of the general population.8 Although current research has explored these trends and risks through cross-sectional and epidemiologic methods, perspectives from fire service personnel themselves are lacking.
Unlike the military, there is no unifying organization that oversees policies and procedures for every fire department. Rather, the U.S. fire service has several organizations that set priorities, suggest policies, and direct prevention and intervention efforts among firefighters. Two of the primary organizations, the International Association of Fire Chiefs (IAFC), representing management, and the International Association of Firefighters, representing the labor union of firefighters, have developed the Fire Service Joint Labor Management Wellness Fitness Initiative (WFI), now in its third edition.9 The WFI presents a comprehensive program for fire departments to improve firefighter health and fitness by implementing medical physicals, fitness programs, and injury and medical rehabilitation, and by providing mental health services.
The National Fallen Firefighters Foundation also has highlighted the importance of health through their Everyone Goes Home (EGH) program.10 The EGH is a program of 16 initiatives aimed at decreasing the number of annual firefighter deaths. Among the initiatives is a focus on improving firefighters’ physical and mental health. The National Fire Protection Association (NFPA) is the standard-setting organization for the fire service and includes voluntary standards on creating fitness programs and implementing medical standards.11,12 The United States Fire Administration (USFA) was established by Congress to provide “national leadership to foster a solid foundation for fire and emergency stakeholders in prevention, preparedness, and response.”13 Although no one organization serves as the unifying and authoritative association, they all influence and inform the direction fire departments and the fire service take.
Although health standards, priorities, initiatives, and programs exist at the national level for the fire service, there has been no systematic assessment of the leading health concerns and perceptions of health priorities among line firefighters and fire department leadership. Thus, the purpose of this formative study is to discover the key health concerns of personnel in a broad sample of departments from across the national fire service. We conducted interviews and focus groups with both leadership and rank-and-file firefighters in firehouses across the country, from large departments in metropolitan areas to small volunteer departments in rural communities. Using qualitative analysis methodology, we extract both the primary concerns of fire service personnel and relevant thematic information within each area of concern. In addition, the discussion juxtaposes study findings with the health priorities of national fire service organizations and the response by local governments. By contrasting qualitative data from fire department personnel with current fire service organization practices, this study provides a context for future research questions and areas for prevention, and suggests areas of possible intervention for both the U.S. fire service and research communities.
SETTING
Department interest was solicited through an article in Fire Chief magazine that described the purpose of the study as exploring the culture of health and wellness in the fire service.14 Interested fire service personnel were asked to contact the project principal investigator for inclusion. Final selection of departments was based on having a variety of departments with regard to region (East, Central, West), type of department (career, volunteer), and size of department to ensure a diverse sample. When there was underrepresentation of a certain type of department, contacts with fire service leaders were consulted for a recommendation of a department and direct solicitation of those departments were made. A total of 28 career fire departments were represented in the final sample (15 West, 6 Central, and 7 East).
At each department, focus groups and key informant interviews were scheduled with the fire chief and/or his/her designee; designees often were assistant chiefs, wellness coordinators, and/or medical directors. For career departments, the point of contact was asked to schedule focus groups with a sample of crews from the department. On average, two to four focus groups were scheduled per department. For larger departments, additional groups were scheduled to ensure a broad sample of firefighters.
METHODS
After explaining the purpose and procedures of the study, participants were provided an opportunity to ask questions. Next, participants signed the informed consent document and completed a brief demographic questionnaire. The discussion began with the question, “What are the biggest health concerns facing the fire service?” The following analysis is of the responses to that question.
All focus groups and interviews were transcribed verbatim. A two-phase process was used to capture the meaning behind the transcribed text with the overall purpose of understanding major themes across and between transcripts. First, researchers reviewed the transcribed documents to develop a familiarity with the text and began a thematic analysis by searching for patterns and themes that occurred frequently in a single interview or were common across interviews. The data then were coded by identifying passages that exemplified key concepts or ideas related to major patterns and themes. Use of multiple reviewers assisted in establishing the thematic framework. Next, the transcripts were uploaded to NVivo,16 a qualitative data analysis program that allows researchers to highlight and code data into “parent” nodes for overall themes and “child” nodes for subthemes. Summaries were then made within each major/parent theme. The two primary coders compared their analyses and any discrepancies were discussed. A third researcher who attended the majority of the focus groups reviewed the findings of the two primary analyses to confirm that the summary of the findings was reflective of the data collected. For the current study, responses to the general health concern question were analyzed and then compared with current practices, policies, and suggestions highlighted by the contributing organizations outlined above.
RESULTS
Reflective of the fire service organizations, fire service personnel were aware of the negative health implications of their job duties. Primary concerns about health described by both firefighter and fire service administration included cancer, cardiovascular disease (CVD), injury, and concerns about the negative psychological impact of occupational exposures. Across the country, firefighters expressed the belief that their lives would be shortened based on their career. The reasons varied by crew, but were typically related to the domains identified as key health concerns:
“I remember I was told when I got hired that you—and I don’t know if this was an actual fact that you lost 7 years off your life if you took this job.” —career firefighter, West
“Being in the fire service puts a lot of stress on you. It’s hard on your health. No question about that.” —career firefighter, Central
Cancer
One of the most prevalent concerns among personnel was increased risk of cancer and exposure to cancer-causing agents. Personnel discussed the complexities of understanding firefighters’ cancer risk. Often noted were the changes in exposures compared to years past. Although the protective equipment provided to firefighters, such as turnout gear and self-contained breathing apparatus (SCBA), have improved, the products of combustion and other toxic and infectious substances (e.g., methicillin-resistant Staphylococcus aureus, human immunodeficiency virus) firefighters are exposed to have become increasingly complex and dangerous.
“Twenty years ago everything was basically natural fiber and now we are into a lot of manmade fiber in everything, you know, soup to nuts and we get into these situations and you really aren’t sure what you’re breathing, what the long-term effect of the exposure is. So, I think those are going to become issues that haven’t really surfaced 100% yet.” —career fire chief, Central
In particular, personnel often noted the challenge of carcinogens that are present on gear and carried back to the station.
“Now the historical approach has been to worry about the inhalation hazard of those products. But then we also, the thing that we are just getting into really understanding is the absorption through the body and through tissues that was never really addressed before and trying as a national fire service, trying to address that.” —career chief, East
“… bunker gear is like a sponge basically.” —career firefighter, West
Fire service organizations’ focus on increased cancer awareness and mitigating exposure seems to be making an impact on fire service practice, as several participants indicated a changing culture related to use of protective equipment. A number of firefighters, particularly those with more years of service, noted the differences in culture related to use and cleaning of protective gear:
“When [name removed] and I came on, we were smoke eaters, you know, it’s, uh, we never donned the SCBA. That was—that was a sign of weakness. And now, we’re trying to change that culture. Over the years, it’s changed, but to the point now where you basically wear it until you turn over to the homeowners and that’s quite a cultural change for us.” —career chief, West
“It used to be—if I can go into this smoky building, and not put my mask on and last longer than he can, he’s got to put his mask on first—well, then I am tougher.” —career firefighter, East
Cardiovascular Health
Firefighters and administrators across the country often referred to the statistic that more than half of line-of-duty deaths (LODDs) each year are cardiac related.17 Participants alluded to many of the same challenges to cardiovascular health as the WFI, including factors such as intense physical demands, high emotional stress, the shift structure, and the need for high levels of physical fitness.8 Some health challenges are necessary because of the job tasks (e.g., interrupted sleep). Several pointed out the relationship between CVD and well-established risk factors such as physical activity, nutrition, and stress.
“The nature of what we do can be very strenuous. And I think one of the other things that we try to instill, too, is that we can go from zero to sixty in a heartbeat depending on when the call comes in. You can be in a dead sleep at 1:30 in the morning and then you have to do something strenuous and stressful, uh, just like that. So, if you’re healthy and—and all those kind of things, it will help you to be a more effective firefighter.” —career fire chief, West
Physical Activity and Fitness
In general, firefighters and administrators indicated a belief that firefighters should be in better physical condition than the general public because of their job duties, which is consistent with suggestions from fire service organizations.8,18 Several noted the trend toward rising rates of obesity in the United States but many also noted the demands of firefighting as a need to combat those trends in the fire service.
“I think we as a fire department are representative of this society where the society is getting larger, putting on more weight, we in the fire service are also doing that. And then we’re still expecting to perform like athletes, but with bodies of couch potatoes.” —career fire chief, West
“And we’re reflective of, obviously, the general population. But the general population doesn’t walk around with 80 pounds of gear going into these buildings, dragging these people out, and doing those kind of things.” —career chief, West
A common theme that arose from participants was the challenges of maintaining physical fitness and the challenges of knowing what types of exercise are best to perform the job.
“… a lot of guys … try to turn the workout into a kind of high school gym class where guys are trying to get mere muscles and bulk up for, to be the linebacker, whatever the case might be. But they really don’t understand that firefighting is a lot more like karate, you know, than, you know, football. And we need to train more. It’s like a long-distance running event in a sense, and we need to train more to have that stamina. Strength is important too—very important—but in my opinion not as important as just the cardiovascular fitness.” —career chief, West
Many discussed the importance of implementing programs that focus on improving firefighter health and fitness.
Nutrition
A number of participants discussed the food environment in the firehouse as being of particular concern to firefighter health. Although many realized the negative consequences of a poor diet, there also was the recognition by many that the food environment in the firehouse is strongly rooted in tradition and is uniquely resistant to change. Many also expressed a belief that the negative impact of a poor diet is underrecognized as a key concern in firefighter health.
“You do have a certain fatalistic attitude about some of it, there’s only so much you can do to prevent being injured in these situations. It’s going to happen. If you do it long enough you’re going to get hurt, but diet and exercise, that’s right in your pocket. That’s all yours.” —career fire chief, Central
“I think there’s an accepted perception that if you wanted a safe job, you probably should have been a teacher or something. We’re risk takers by nature and so we don’t like to face the fact that if you eat cheeseburgers that it will kill you or those type of things. It’s an attitude that I think exists, that ‘hey we’re in a dangerous profession and you’re worried about me eating a piece of cake?’” —career fire chief, Central
In particular, the social norms around eating were identified as sometimes being barriers to healthier lifestyles. Traditions in particular around mealtimes and the social expectation to conform to the crew were discussed by many.
“It all starts between people’s ears because nobody forced you to eat that big steak. Oh, actually we did because when you went to the fire station, that’s what we eat. You eat a big steak and a potato. And then we put the social pressure around—but you got to eat with the crew, because if you don’t eat with the crew then we’re going to ostracize you.” —career fire chief, West
Food choices were identified as one area that was, at times, problematic. Traditions of rich and unhealthy foods in some firehouses were identified as key concerns. In addition, portion sizes consumed were noted by many as particularly detrimental to health.
“It’s been a huge shift over the last 10 years as far as how badly we used to cook compared to the nice meal we just had that was healthy. But even a healthy meal eaten in excess is damaging, and that’s what we do. So, I had to sit out some meals because they’re just too tasty.” —career firefighter, West
Sleep
Sleep difficulties were consistently raised as an area of concern among firefighters. Some discussed lack of sleep while at the station from being up for calls throughout the night and many reported that, even when they did sleep at the station, they did not sleep well as they were waiting for the next call. Others discussed how their sleep disturbance carried over into their home life.
“I sleep horrible when I’m at home, I sleep horrible when I’m any—when I’m anywhere because this job’s like, especially like if I hear the slightest noise, because I don’t want to get left on the call.” —career firefighter, West
“I go on 10 calls at night or go on zero calls at night and still go home and sleep all day long, it’s like you just never—when you’re here, you never get rest. You can’t—you can’t rest because you’re always, you know, you always got to be ready to go. So, it doesn’t feel like I really sleep here. Because like I said, zero to 10, you’re still—you’ll still go home and you’ll still feel beat up and tired like I worked all night long and didn’t get any rest.” —career firefighter, West
Mental Health
Several fire service organizations have highlighted the importance of focusing on the mental health of firefighters given their repeated exposure to traumas. Mental health also emerged as a theme with data collection from the current study, both as an independent concern and as a contributing factor to other diseases.
“I think that that emotional psychological injury that we place on people manifests itself in other areas. That’s the cause of some of the strokes and the heart attacks and the cancers and—because that energy’s got to go some place. And it just manifests itself in the disease process. Humans are not built to be exposed to what we expose them to repetitively.” —career chief, West
The emotional toll of repeated exposure to trauma was a common theme across the fire service. Most indicated that they didn’t experience the negative impact from one particular event, but that the totality of their exposures, particularly on medical calls, had an impact on their mental health.
“We might see an incident where somebody’s shot up or somebody’s, you know, lost a limb or—we see all these—these things that people consider extremely gruesome, but we get up and go look at it and come back and eat dinner. You know? And when you really, really think about it, that’s kind of, like, not normal.” —career firefighter, West
“Seeing, you know, thousands and thousands of dead people and all this other stuff and how it impacts and it just crosses over into your personal life. It crosses over into the health and how you’re working out.” —career fire chief, West
Consistently, firefighters reported that debriefing with other firefighters was the most useful way of managing the emotional toll of their experiences.
“I think that it’s more comfortable in our little firefighter circle just because they understand where we’re coming from, so they know the point of view that you’re going to be looking at the experience with versus an outsider looking in. They don’t—they wouldn’t know how to take it. It would be gruesome to them. They—they wouldn’t understand how we deal with it versus to us, it’s just like a normal day at the fire department.” —career firefighter, West
Injuries
Because of the nature of the job tasks, most firefighters and administrators indicated a high risk for several different types of injuries during the course of a firefighter’s career. They also indicated concern over the impact of injuries on their jobs.
“Every firefighter will experience an injury throughout their career.” —career fire chief, West
“… we’re like professional athletes in a sense that we’re only one injury away from our careers ending.” —career firefighter, West
One reason cited for this risk was the nature of the job, where firefighters have to respond to emergencies without warning and without the ability to prepare for what the incident might require. Several firefighters indicated that, although their departments provided instructions on proper lifting, technique, the nature of the incidents they see often preclude them from using proper lifting technique in practice.
“A lot of times you’re put in a place where you don’t have the option to have—you don’t have a lot of room. You got a 300-pound person in a bathtub, an old bathtub. And you gotta get two or three people in there to lift him out.” —career firefighter, West
Another concern cited by many was the national obesity epidemic and the number of incidents that required the lifting of very large individuals.
“… they [referring to patients] just keep getting bigger, bigger, bigger.” —career firefighter, West
CONCLUSIONS
Thematic analysis of the focus group and interview data indicated that the leading health concerns among fire service personnel included cancer, heart disease and its contributing factors such as fitness, nutrition and sleep, mental health, and injury. Although the fire service is proactive and responsive to concerns in many areas, there remain areas of opportunity for improving firefighter health. The belief was expressed by many that firefighting has an unavoidable and negative impact on health, with many stating a belief that their lives would be shortened by their chosen occupation. The implications of these beliefs on actual health behaviors deserve further research.
Cancer
With regard to cancer, although evidence exists to support the relationship between several types of cancer and firefighting,4 political and financial concerns ensure debate about the association remains alive.19–22 Both fire service organizations and researchers are calling for additional research to understand the relationship between firefighter exposures and cancer risk.4,8,19 Increased attention to mitigating the dangers of chemical exposures will likely be useful to improving firefighter health.
Many fire service organizations advocate for increased awareness of cancer risk, consistent medical screenings for early detection, and increased protection against carcinogens through use of personal protective equipment (PPE) and SCBA.9 However, the exact mechanisms linking cancer and occupational exposures remain a question for additional research. There exists a strong literature on the topic of cancer among firefighters.2 In a meta-analysis of the published literature, LeMasters et al2 examined the findings of 32 published studies and reported a probable or possible relationship between firefighting and multiple myeloma, non-Hodgkin lymphoma, prostate cancer, testicular cancer, skin cancer, malignant melanoma, brain cancer, rectal cancer, buccal cavity/pharynx cancer, stomach cancer, colon cancer, and leukemia.
Despite the strong evidence and biologic credibility given firefighters’ exposures to known carcinogens as the result of combustion, debate remains from those with economic interests in managing firefighter cancer. For instance, the National League of Cities published a report in 2009 that concluded “… that there is a lack of substantive scientific evidence currently available to confirm or deny linkages between firefighting and an elevated incidence of cancer.”19(pvi) The executive director urged that “States should not pass laws requiring cities to take on difficult financial burdens with no clear scientific connection between illness and occupation.”18 The report was violently opposed by many in the fire service community.19,20 Currently, the National Institute of Occupational Safety and Health is undertaking a retrospective cohort study of firefighter cancer to clarify the relationship between occupational exposures and cancer among firefighters.23 Additional research both retrospectively and prospectively, such as a national cancer registry for firefighters, will be important to understand this important occupational hazard.
Recent research by Fabian and colleagues24 analyzed the combustion gases and particulates generated from residential, automobile, and material-based fires. Monitored carcinogens resulting from the fires included benzene, chromium, formaldehyde, and polycyclic aromatic hydrocarbons. Equipment used by firefighters during the experiments was found to have high concentrations of several chemicals. Most notably, nearly all smoke particulates during the overhaul period, the time after the fire has been extinguished, were less than 1 μm in diameter, meaning that the air appeared clear while it was actually full of invisible carcinogens. The findings highlight the importance of both cleaning PPE consistently and using SCBAs throughout the incident. In particular, use of SCBAs during both fires and overhaul was highlighted as a key area of intervention, as well as an increased focus on cleaning gear, equipment, and exposed clothing.
Cardiovascular Disease
CVD, which is the leading cause of LODD,17 was well recognized as a concern for firefighter health. Fire service personnel and fire service organizations consistently recognize dangers and occupational factors that increase the risk for firefighters. For factors such as physical fitness, there is a strong focus by the fire service to promote improved physical conditioning8,25; however, personnel indicated continued concern with the lack of fitness among firefighters. Currently, the NFPA has recommended minimum standards for firefighter fitness12; however, the standards are only a suggested guideline for fire departments rather than a requirement. The WFI outlines an annual fitness standard guideline to include assessments of body composition, aerobic capacity, strength, endurance, and flexibility, but recommends scores not be compared to a standard but rather be used to inform personnel of their performance relative to their peers. Peate and colleagues26 found that firefighters were unable to appropriately assess their own fitness levels accurately, which underscores the need for departmental focus on periodic assessment. Although the WFI is well known throughout the fire service by both labor and management, the USFA18 reported that most (76%) of fire department lacked programs to help firefighters maintain their physical fitness.
Although nutrition and the food environment was a primary concern for many, there is limited focus on nutrition within the fire service. The WFI has extensive information about firefighter fitness, but less than a page of information is available about nutrition and less than half a page outlines the needs of a balanced diet.9(p32) In addition, the NFPA standard related to the development of fitness programs only mentions nutrition as a suggested topic for health promotion in the appendix.12 Given the relative importance of nutrition to overall health, the lack of focus on this topic by fire service organizations presents a potential area of impact. Nutrition also was an area of concern as it relates to overall physical health, and a number of challenges, such as the cultural norms around food in the firehouse, were identified as particularly challenging. Elliot and colleagues’ findings27 suggest that health promotion interventions can be successful with firefighters for preventing significant weight gain; however, no nutritional epidemiologic data are available for firefighters. Furthermore, traditions of the fire service around eating habits present a key barrier or opportunity for change that should be explored in more depth.
Sleep
The IAFC, in cooperation with the USFA, published a report on the effects of sleep deprivation on firefighters and paramedics.28 The report outlines the negative effects of fatigue and performance concerns resulting from chronic sleep deprivation. Recommendations for the fire service include education about the effects of sleep deprivation, increased attention on recognizing and treating sleep disorders, and a call for more research on mitigating factors related to sleep deprivation. The report and qualitative findings both highlight the importance of this topic for firefighters nationally and the need for further research on the most beneficial approach to fatigue management.
Mental Health
Mental health remains an area of concern for both fire service personnel and fire service organizations. Fire service organizations consistently support the need for mental health services for firefighters and advocate that attention be paid to the psychological toll of job duties firefighters are required to respond to. However, there remains a great deal of debate about the best mechanism of treatment. Some in fire service advocate for the use of critical incident stress debriefing25 as a means of treatment whereas others, such as those leading the EGH initiative on behavioral health, highlight the lack of empirical evidence for the approach and suggest more wide-spread dissemination of proven methods for management of emotional concerns.25 Future efforts should focus on understanding the emotional impact of firefighters’ repeated exposure to trauma as well as the most effective treatment approach.
Injuries
Fire service organizations consistently recognize the risk of injuries, as firefighters experience approximately 80,000 injuries annually at a cost of 2.7 to 7.8 billion dollars a year.6 The EGH focuses a good deal of attention on improving safety and changing the culture around safety as a means of decreasing firefighter injury.25 The WFI outlines criteria for proper injury rehabilitation as well as injury prevention programs.9 The increased attention to injury prevention and safety within the fire service has likely contributed to the decreasing trend of injuries since the 1980s.6
Addressing health and wellness in the fire service has a number of challenges. The fire service is diverse with regard to size of department, type of department (career, volunteer or combination), and mission (fire, emergency medical response, or combination), which necessitates that interventions be tailored to the needs of each department. Furthermore, financial challenges at the city and department levels often lead to competing priorities, with health and wellness being prioritized lower than other needs.
Limitations exist to the current research. For instance, departments were not randomly selected but rather were the result of departments volunteering for the project in response to an article about the project. Although individual firefighters did not volunteer for study participation, fire departments that have more of a health focus were likely the ones that volunteered for the study. Despite this possible selection bias, the large number of firefighters from a diverse collection of fire departments likely increased the variety of responses.
The current findings provide a rich foundation for future research, prevention, and intervention efforts among the fire service and research communities. Although some areas of health are receiving consistent attention, such as physical activity, other areas, such as diet, remain nearly untouched. Given the complex and negative health implications of firefighting as an occupation, it is important to focus on all domains of health rather than focus on any singular issue to create the largest impact.
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https://www.harpercollege.edu/academics/public-service/fire-science/sample-firefighter-job-description.php
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en
|
Paramedic Job Description: Harper College
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Harper Home
Academics
Public Service
Fire Science Technology
Sample Firefighter/Paramedic Job Description
Sample Firefighter/Paramedic Job Description
Job Summary
Controls and extinguishes fires, protects life and property, maintains equipment, and provides emergency medical assistance.
Essential Duties and Responsibilities
Responds to fire alarms and other emergency calls.
Leads out hose line, selects and operates hose nozzle, depending on type of fire, and directs stream of water or chemicals onto fire.
Positions and climbs ladders to gain access to upper levels of buildings or to assist individuals from burning structures .
Creates openings in buildings for ventilation or entrance using manual and mechanically operated tools. Breach concrete block or brick walls, floors, or roofs to gain access to areas involved by fire, using a variety of hand powered tools.
Protects property from water and smoke by use of waterproof salvage cover and smoke ejectors.
Assists in salvaging and cleanup operations, removing fire debris after fire is extinguished to locate hidden fires and prevent rekindle.
Rescues victims from occupancies filled with heat, smoke, and toxic gases. Performs extrications by using a variety of extrication tools.
Administers first aid and cardio-pulmonary resuscitation to injured persons and those overcome by fire and smoke.
Renders emergency medical assistance using automatic external defibrillators. Obtains required information from patients, accurately assesses the nature and extent of patient injuries; provides skilled medical care and treatment in compliance with the guidelines and regulations related to emergency medical service.
Communicates with superior during fire by portable two-way radio. Displays effective communication skills and exhibits good listening and comprehension skills. Responds appropriately to questions, sharing necessary information with others, and writes clearly and informatively.
Displays responsiveness to the needs of the public and shows fairness and objectivity in his treatment of other people, speaking in ways that are courteous and nondiscriminatory. Displays sensitivity when interacting with people of diverse cultural backgrounds and displays a commitment to serving the public.
Displays effective teamwork during emergencies.
Complies with departmental rules, regulations, and policies and exhibits honesty and integrity in both words and actions.
Complies with all safety procedures and regulations; may assist in investigating fires and providing training in order to increase safety. Consistently uses protective equipment and clothing and is alert to potentially dangerous conditions and reports them immediately.
Properly uses equipment and materials; carefully inspects equipment as scheduled and troubleshoots any equipment problems without assistance; and is familiar with equipment-related regulations. Maintains vehicles, apparatus, quarters, buildings, equipment and grounds according to standards.
Performs hazardous materials identification.
Presents a positive public image. Meets minimum physical requirements for fire fighter positions.
Properly maintains uniform and protective clothing while following the department’s guidelines on grooming.
Drives and operates firefighting vehicles and equipment. Drives appropriately in emergency situations, using defensive driving techniques and taking safety precautions in adverse conditions.
Participates in training in current firefighting methods and techniques. Assists in training programs.
Participates in drills, demonstrations, and courses in hydraulics, pump operation and maintenance.
Participates in continuing education and/or training to maintain EMT/Paramedic certification as required.
Prepares clear, accurate, and complete reports, logs, and documents.
Assists police when called upon.
Makes clear and organized presentations to individuals and groups on subjects related to fire fighting and emergency services, fire safety, and fire prevention from prepared materials.
Follows all safety regulations, policies, and procedures. Reports all unsafe conditions and acts to supervisor. Reports all accidents to the supervisor immediately whenever possible, but no later than end of the employee’s work shift. Follows recognized safe work practices.
Performs other duties as requested or assigned which are reasonably within the scope of the duties enumerated above.
Qualifications
To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skills, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Education and/or Experience
Age 21 with high school diploma or general education degree (GED). Most departments require Illinois State Fire Marshal Basic Operations Firefighter and paramedic certification. Some may require an AAS degree and CPAT certification.
Language Skills
Ability to read and interpret documents such as safety rules, operating and maintenance instructions, and procedure manuals. Ability to write clear, concise, and complete routine reports and correspondence. Ability to effectively present information to and respond to questions from Village officials and management, other government agencies, vendors, contractors, employees, and the general public. Bilingual fluency in English and Spanish desirable but not required.
Mathematical Skills
Ability to add, subtract, multiply, and divide in all units of measure, using whole numbers, common fractions, and decimals. Ability to compute rate, ration, and percent, and to draw and interpret bar graphs. Ability to apply concepts of basic algebra.
Reasoning Ability
Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists. Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form. Ability to recognize hazardous situations and to act quickly, calmly, and decisively in emergencies and under stress.
Other Skills and Abilities
Retain and effectively use geographic knowledge concerning the community and the surrounding vicinity; acquire and retain elementary knowledge of hazardous chemicals, liquids, and gases as well as the combustion properties of materials; advance a hose line up stairways, ladders, and along the ground to extinguish fires and perform other arduous tasks; and use both manual and mechanical tools.
Demonstrates considerable knowledge of EMT services.
Demonstrates an ability to make analytical and objective observations, to analyze situations quickly and calmly, and to determine and take prompt action under emergency and stressful conditions for the protection of life and property.
Demonstrates an ability to work independently and effectively within the confines of standard operating procedures.
Demonstrates an understanding of the fundamental principles of fire prevention; demonstrates an understanding of basic safety principles and how they apply to fire protection organizations.
Demonstrates an understanding of the potential hazards, causes, and behavior of fire; demonstrates a basic knowledge of fire cause determination.
Demonstrates a knowledge of codes and ordinances and an understanding of their effect on fire protection; demonstrates a basic knowledge of various types of building construction.
Demonstrates the ability to accept direction from his superiors and follow the chain of command; to understand and respond quickly and accurately to written and oral directions, instructions, inquiries, and requests.
Demonstrates knowledge of fire prevention codes, laws, procedures, and public education procedures.
Demonstrates the ability to comply with the vehicle code and the department’s driving regulations.
Demonstrates the ability to maintain confidentiality in the performance of duties.
Physical Demands
While performing the duties of this job, the employee is regularly required to stand, sometimes for long periods of time. The employee frequently is required to walk; use hands to finger, handle, or feel, such as in the use of various medical equipment; reach with the hands and arms, such as in handling hoses and other firefighting equipment, sometimes for prolonged periods of time; climb or balance on stairs and ladders; stoop, kneel, crouch, or crawl while fighting fires and/or assisting in search and rescues; talk or hear; and taste or smell. The employee is occasionally required to sit while completing reports or driving an ambulance or fire apparatus. The employee must regularly lift and/or move up to 50 pounds (various fire fighting gear and equipment, frequently lift and/or move up to 100 pounds (hoses and ladders), and occasionally lift and/or move more than 100 pounds (injured or sick people, or items creating obstacles). Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust focus.
In addition, must be physically able to wear a self-contained breathing apparatus (SCBA) in accordance with all applicable OSHA/NIOSH rules and regulations; as well as applicable department guidelines.
Appointment to most municipal positions is conditional on successfully passing polygraph, physical, and psychological exams. Physical criteria as outlined in the most current National Fire Protection Association (NFPA) Standard on Medical Requirement for Firefighters.
This position requires the emotional and psychological stability needed to work in a paramilitary environment; accept constructive criticism in a mature fashion; effectively communicate and interact positively with fellow employees and the public; function as part of a team; tolerate and function effectively under stress; deal calmly and effectively with extreme trauma, violence, physical and mental illness, disability, injury, and death.
This position involves regular and irregular shift work necessary to provide fire protection 24 hours a day, 7 days a week. Work shifts are normally 24 hours in duration, but may be extended in the event of disasters, manpower shortages, workload, or calls in progress. Most departments rotate 24 hours on, and 48 hours off.
Work Environment
While performing the duties of this job, the employee is regularly exposed to moving mechanical parts and outside extreme weather conditions for prolonged periods, such as snow, sleet, rain, ice, and fog. The employee is frequently exposed to hazards associated with emergency driving, and work in and around traffic. The employee is frequently exposed to wet and/or humid conditions; high, precarious places; confined spaces; below- and above-grade elevations; fumes or airborne particles; extreme heat; and vibration. The employee is occasionally exposed to toxic or caustic chemicals, smoke, extreme cold, risk of electrical shock, explosives, and risk of radiation. In addition, the employee risks exposure to persons and/or articles with contagious and/or communicable diseases and hazards associated with natural and man-made disasters. The noise level in the work environment is usually moderate, but may be loud for extended periods of time, such as working in the station to working at a fire scene or responding to an ambulance call.
Sample Questionnaire
Are you proficient in any other languages? Please indicate degree of proficiency (beginner, intermediate, or advanced) in speaking, reading, and writing.
We you ever expelled or suspended from any school? a. If yes, please explain
Was your driver’s license ever suspended or revoked? a. If yes, please explain
Has your license ever been placed in probation? a. If yes, please explain
Have you ever taken an exam for Fire service? a. If yes, please indicate: Agency, Approximate exam date, Position on the list, and if the list is still active.
Drug Use
Do you currently use, or have you tried using marijuana in the past six (6) months?
Do you currently use, or have you in the past six (6) months, used any illegal drug other than marijuana?
Do you currently use, or have you in the past six (6) months, used any narcotic or controlled substance?
Have you ever sold any narcotics, controlled substance, or illegal drug?
If you answered yes to any of the above questions, please give details below.
Military Service
Have you ever served in any military organization of the U.S.?
If yes, give details
Give date and location of discharge (City and State)
What type of discharge did you receive? (Honorable, Medical, Dishonorable, Honorable conditions, etc.)
Were you ever convicted at a court-martial?
Are you now, or were you ever a member of any branch of the U.S. Reserve Forces?
Are you now, or were you ever a member of the National Guard?
Emergency Medical Technician and Paramedic Certification
Are you currently a certified EMT-B?
If yes, please provide certification number, date certified, and date certification expires.
Where are you certified EMT-B (i.e. what system are you certified in)?
Are you currently a certified PARAMEDIC?
If yes, please provide certification number, date certified, and date certification expires.
If no, please provide name of school you are currently enrolled in the EMT-B class and anticipated date of completion.
Where are you certified PARAMEDIC (i.e. what system are you certified in)?
In 100 words or less, describe your reasons for wanting to become a Firefighter/Paramedic.
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https://detroitmi.gov/departments/detroit-fire-department
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en
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Detroit Fire Department
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2024-08-07T12:00:00+00:00
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.tag {font-size:2em; padding: 1em 0;} .main h2 { border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block;} .social a{font-size:1.7em; border:none;} We’re here for you when emergency strikes. Our Mission The Detroit Fire Department is dedicated to ensuring your safety and well-being. We go beyond just firefighting – our mission is to create a secure environment for each one of you, our cherished residents, and visitors. Our robust system of public education initiatives, we strive to empower you with the knowledge needed to prevent emergencies and protect your loved ones. Our commitment extends to the rigorous enforcement of fire codes, ensuring that every corner of our city adheres to the highest safety standards. We are a part of your community, a familiar face dedicated to safeguarding the place we all call home. Together, let's build a safer, stronger Detroit. Get the latest on our social channels .dt-green h3{padding: .5em 0 0 1em; color: #feb70d; font-size: 2.5em;} .dt-green p {padding: 0 0 0 1em;font-size:2em;} .more-link a {border: solid #ffff;} Join Us, it will change your life. Apply Now .content-refresh h3 {font-size: 24px; font-style: italic; border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block;} .content-refresh {padding-left: 0; font-size: 20px; line-height: 1.7em;} .btns-only .views-col.col-1, .btns-only .views-col.col-2 {width: 100% !important;} .embd-buttons div {padding: 0 !important;} .arpa-dollars strong {font-weight: 900;} .arpa-dollars .arpa-amount {text-align: center; background: #9fd5b3; padding: 1em 0; font-size: 20px;} .arpa-link a {text-transform: uppercase; font-weight: 900;} .caret-link a, .caret-link a:hover {font-size: 1.3em; margin: 20px auto; display: inline-block; border: none;} .caret-link a::after {font: bold 20px "Font Awesome\ 5 Free"; content: "\f105"; position: relative; top: 1px; left: 5px;} .arpa-ctas p.text-align-center a {background: #004445; color: #fff; display: block; font-weight: 900; font-size: 20px; text-transform: uppercase; padding: 20px;} .cats a.dt-yellow {background: #feb70d; display: inline-block; min-height: 16em; border: none;} .cats a.dt-yellow:hover {background: #004445;} .cats .arpa-amount {float: right; color: #feb70d; font-weight: 900; padding: 15px;} .cats .arpa-category {font-weight: 900; position: relative; top: 0px;} .cats .arpa-cat-desc {padding: 10px 15px; position: relative; top: -10px;} .cats .arpa-category {padding: 15px 15px 5px 15px;} HANDS ONLY CPR Learn CPR using hands only FIRE MARSHAL INVOICES Search by invoice number received FIRE HYDRANT USE Get information on the use of fire hydrants and more .content-refresh h3 { font-size: 24px; font-style: italic; border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block; } .content-refresh { padding-left: 0; line-height: 1.7em; } .btns-only .views-col.col-1, .btns-only .views-col.col-2 { width: 100% !important; } .embd-buttons div { padding: 0 !important; } .arpa-dollars strong { font-weight: 900; } .arpa-dollars .arpa-amount { text-align: center; background: #9fd5b3; padding: 1em 0; font-size: 20px; } .arpa-link a { text-transform: uppercase; font-weight: 900; } .caret-link a, .caret-link a:hover { font-size: 1.3em; margin: 20px auto; display: inline-block; border: none; } .caret-link a::after { font: bold 20px "Font Awesome\ 5 Free"; content: "\f105"; position: relative; top: 1px; left: 5px; } .arpa-ctas p.text-align-center a { background: #004445; color: #fff; display: block; font-weight: 900; font-size: 20px; text-transform: uppercase; padding: 20px; } .arpa123 { background: #004445; width: 80px; height: 80px; border-radius: 50%; color: #fff; font-weight: 900; text-align: center; padding: 18px; font-size: 30px; margin-right: 25px; float: left; } .arpa-123btns a:hover { color: #004445; } .container a .arpa123, .container .arpa123 a { color: #fff !important; } .arpa-123btns p { margin-top: 1em; } .arpa-cats .col-lg-4 a { background: #004445; display: inline-block; color: #fff; min-height: 16em; border: none; } .arpa-cats .arpa-amount { float: right; color: #feb70d; font-weight: 900; padding: 15px; } .arpa-cats .arpa-category { font-weight: 900; position: relative; top: 0px; } .arpa-cats .arpa-cat-desc { padding: 10px 15px; position: relative; top: -10px; } .arpa-cats .arpa-category { padding: 15px 15px 5px 15px; } COMMUNICATIONS Answers your 911 calls and dispatches the correct resources to your door COMMUNITY RELATIONS Provides fire safety education and information to the citizens and media EMERGENCY MEDICAL SERVICES The EMS provides care including advanced life support response FIRE INVESTIGATION Investigates all fires with injuries or of a suspicious nature FIRE OPERATIONS Deals with fire suppression, medical, rescue, and hazardous materials FIRE PREVENTION/PLANS & EXAMS Inspects, certifies, and ensures fire code compliance for properties FIRE BOAT Riverfront water rescues along with advanced fire suppression TRAINING Offering state firefighters the latest technology and techniques PHOTO GALLERY See us in action or at events, who knows you might see yourself
|
en
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/themes/custom/detroitmi/favicon.ico
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City of Detroit
|
https://detroitmi.gov/departments/detroit-fire-department
|
Our Mission
The Detroit Fire Department is dedicated to ensuring your safety and well-being. We go beyond just firefighting – our mission is to create a secure environment for each one of you, our cherished residents, and visitors. Our robust system of public education initiatives, we strive to empower you with the knowledge needed to prevent emergencies and protect your loved ones. Our commitment extends to the rigorous enforcement of fire codes, ensuring that every corner of our city adheres to the highest safety standards.
We are a part of your community, a familiar face dedicated to safeguarding the place we all call home. Together, let's build a safer, stronger Detroit.
Detroit Fire Department FAQ
How does a person become a Detroit firefighter?
The City of Detroit establishes an eligibility list for the position of Firefighter every two years or as economic budget constraints allows and through a selection process.
The selection process:
Application
Applicants must be at least 18 years of age, a United States citizen, possess a valid motor vehicle operator’s license, and possess a high school diploma or G.E.D. (at time of appointment). The Detroit Civil Service Commission will notify applicants of the time and place to report for your examinations.
(Phase 1) Written Exam (Phase 2) Physical Capability Testing and Oral Assessment
The initial testing will be conducted under the direction of the Detroit Municipal Civil Service Commission. Those applicants who score sufficiently high enough will proceed to the next level. Information about the CPAT (Candidate Physical Agility Test) can be found here.
Background Investigation
A personal history questionnaire will be required from each candidate along with a pre-interview and fingerprints. Candidates also will sign waivers allowing the Background Officer to conduct an extensive background investigation. At this time, the candidate must submit a high school diploma or G.E.D.
Oral Interview
The candidate will be required to go before an Oral Interview Board consisting of Fire Department and Human Resources representatives.
Medical/Stress and Psychological Evaluation
This step will involve a physical examination including vision and cardiovascular stress tests. Candidates must be free of dependence and addiction to narcotics, alcohol or other controlled substances. The vision requirements state that vision must be correctable to 20/30 and no more than 20/100 binocular uncorrected in each eye. Candidates will also be evaluated for psychological fitness for a career in emergency services.
Appointment
Firefighter candidate names will be submitted to the Executive Fire Commissioner for final selection and appointment to the Detroit Fire Department’s Training Academy. Fire candidates will be notified by letter of an appointment date to report to the Fire Academy. Fire recruits will be required to successfully complete approximately five months of paid training when they enter the Detroit Fire Academy. All trainees will be required to successfully complete a one-year probation from date of appointment.
How do I obtain a copy of a fire report?
Customers may request a fire report by emailing [email protected].
You will be directed to fill out a form for your request, be sure to read the form carefully and attach all requested documentation. All fire report requests must verify identity with Valid ID and residency documents (lease, bill, DHS paperwork etc). All fire report requests made via email must complete and attach a fire report request from.
You may call 313.596.2954 for emergency circumstances fire report requests, Mon-Fri 8am - 5pm.
Obtaining a fire report:
A fire report may be obtained 24hrs. after a fire incident by calling Fire Marshal Budget Operations
In order to obtain a fire report you must be able to show proof of residency or ownership
Fire reports can be picked up at the Fire Marshal Budget Operations Office.
3rd party adjusters and non owners can also contact the Fire Marshal Budget Operations Office for more info.
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https://www.nashuanh.gov/383/Fire-Rescue
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en
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Fire Rescue
|
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Nashua Fire Rescue responds to over 52,000 calls for service annually. The average response time once dispatched is less than 4 minutes.
|
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/images/favicon.ico
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Mission
To create a safe and vibrant community through risk reduction, preparedness, and a proactive all hazards response plan.
Vision
To be the premier emergency services provider in our region that is constantly striving for excellence in service delivery through education, innovation, teamwork and collaboration.
We place extreme value on continually evaluating NFR’s policies, procedures, and training guidelines in order to provide our customers and personnel with the safest environment possible.
Our core values are driven by:
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https://www.fortworthtexas.gov/departments/fire/fire-about
|
en
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About Fort Worth Fire
|
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Facts and history of the Fort Worth Fire Department.
|
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https://www.fortworthtexas.gov/departments/fire/fire-about
|
Within McMillen’s first three years as Chief, he had accomplished most of his newly projected goals. A first responders program was initiated and all firefighters became certified Emergency Medical Technicians (EMT’s). This program tripled the number of fire department calls, and a fire ground command concept was established as practiced in Phoenix. A new hazardous material team was established with extensively trained squad members who devoted many hours to the study of “haz-mat”. A newly “state-of-the-art” hazardous materials vehicle was ordered “haz-mat” truck along with crew were put and placed into service. They are unit is recognized as among the nation’s best in dealing with hazardous material incidents suppression.
Innovative techniques were being implemented in the training division as great strides were made to prepare our department members to deal with any situation. A mandatory physical fitness program, which includes an annual medical examination, was established influencing many firefighters to be more conscious of their health, agility, and strength. To this date each member is required to complete an annual physical at the department’s expense. Modern technology and new apparatus became the rule of the day. Updated tools, nozzles, air packs, and 4-inch supply lines were employed. In 1980, Fire Safety Education had began to focus on three programs. The “Learn Not to Burn” program in schools, “Fight Fire With Care”, and “Smoke Alarms Save Lives”. These programs and others have met with great success.
Another first in the department’s history was the employment of women firefighters. Controversy arose, as it often does with drastic change, and the walls of tradition began to fade. In time, the women firefighters were accepted through the ranks. In the absence of significant funds, McMillen’s plans for reorganization called for no major increases in the number of personnel. In 1981, the appropriation of $2.1 million for new apparatus was the largest ever requested and approved in the city’s history. The control of apparatus maintenance was recaptured and a maintenance section was installed within the department. As the first responders program began to unfold, a new system was designed to handle the overload of calls on the present dispatch operation. A bond election raised $3.3 million to fund the new Computer Aided Dispatch system. It went into effect in 1985, and is in use today with great success. Seven modern stations were constructed during Chief McMillen’s administration, and there are still more on the drawing board. The newest of bold concepts in EMS became the AED or Automated External Defibrillator. Every apparatus was outfitted with the device, with extensive training provided to fire personnel, to further enhance a person’s chance for survival in cases of a heart attack.
Chief McMillen’s administration continued to make great strides through its progressive attitudes on training, equipment and fire service to the residents of Fort Worth. Under his leadership the Fort Worth Fire Department established itself as one of the finest in the nation.
On May 31, 2002, McMillen retired after serving 22 years as Fire chief. His years of service give him the distinction as the longest tenured Fire Chief in the History of the Fort Worth Fire Department.
City Manager Cookingham appointed H.A. Owens chief in December of 1962. He was one of many men who became a firefighter after a short career in professional baseball. (Several men hired on after baseball season until spring camps rolled around to try their luck at the major leagues. Only to return again to the fire department at the end of the baseball season.) Owens was hired on October 1, 1926. After a short time he was promoted to Fire Marshall. Owens remained in this position for several years until he was appointed Assistant Chief in the Fontaine administration. As Chief, Owens elected to continue Fontaine’s programs of consolidation and relocation. A fifth district was added along with 8 new fire stations. A third platoon system was established and a 72-hour work week was reduced to 56 hours, in compliance with state law.
According to the Engineering Bureau of Texas, the city’s department had fallen short of national standards. The Gamewell firebox alarm system and switchboard, dated 1931, was still in use. It covered a fraction of the city that had doubled in size since WWII, encompassing a total of 194 square miles. The department’s manpower totaled 300 men less than the 850 man force recommended by the Fire Prevention and the Engineering Bureau. From 1962 to 1968, $1,436,000 was spent on new equipment and the remodeling of fire stations. Perhaps the most significant improvement in Fort Worth’s fire service and training came with the opening of the Fort Worth Fire and Police Training Center. Despite skepticism, it proved to be an immediate success, setting an example that continues to be studied by municipalities nationwide.
Chief Owen’s administration was one of growth and modernization that started a trend toward larger and more sophisticated apparatus, and the city continued to annex large tracts of outlying land, thus extending county lines and its service to these areas. But few stations were built to accommodate this new growth, thus, three-man companies were becoming more commonplace with budgetary restraints on the city.
After seven years of service, ‘Chief H. A. Owens retired on June 3, 1969, with 43 years on the Fort Worth Fire Department.
Chief Fontaine was considered to be an excellent politician, fair handed in dealing with his men, and supportive in their causes for better working conditions. It is recorded that Chief Fontaine showed this support in several appearances before the city council. His critics said he should have been more aggressive in his appropriation of manpower and apparatus for the department.
Numerous public relation campaigns were designed to promote fire prevention. In 1954, fire prevention was being taught at local schools and businesses demonstrating that prevention began in the home and office. The Fire Safety Education Division was created on May 1, 1956. Captain Luther Koch, whose hobby was the study of fire prevention, headed this program up. In the first sixteen months, 415 programs made 81,000 citizens aware of new fire prevention methods. In 1959, the state mandated a sixty-hour work week for all Texas firefighters. The following year, the Retired Firefighters and Widows Association was established to protect encroachments upon their pension system.
In 1961, a squad unit was established with twelve men to aid in the increasing number of industrial and residential accidents. This Squad 2, as it was called, became the cornerstone of the city’s Emergency Medical System (EMS). In previous years, the American Red Cross had trained fire fighters in basic first aid. However, modern advances in medical rescue techniques and equipment provided for more innovative training methods.
In that same year, progressive new strides were also being made in underwater search and rescue. Approval was given to Bob Gibson to organize the department’s dive team. The training program developed for the team was molded after new scuba techniques pioneered by French Oceanographer, Jacques Cousteua. To this date, the dive team has met with great success and developed into an advanced group of highly trained and motivated personnel.
After fourteen years as Chief and forty-one years of service, Chief Paul C. Fontaine retired.
City Manager Bothwell appointed Claude Ligon Chief on August 1, 1945.Chief Ligon came from the ranches of New Mexico, where he had been a cowhand, to Fort Worth in 1904. He was appointed a sub at a starting salary of $45.00 a month. He considered this a noble but temporary occupation until he could find other means of employment. One month later Ligon went regular at Station No. 4 on Chamber Hill. Ligon was promoted to the rank of Lieutenant at the same station on January 1, 1910. Twenty-three months later, on November 1, 1911, he was promoted to secretary of the department and became a fire alarm operator. On October 8, 1925, Ligon was promoted to Assistant Chief, also retaining the rank of Fire Marshall. Ligon served as Fire Marshall for almost twenty years before being appointed Chief of the Fort Worth Fire Department. World War II was at its end and the department desperately needed updated equipment. The department purchased two new American-LaFrance one hundred foot aerial ladders. They also purchased four hose ladder combinations, four 750 G.P.M. pumpers, and three one thousand G.P.M. pumpers all delivered from Buffalo Fire Equipment Company, Buffalo, New York.
Until 1947, many promotions had been politically motivated, so the Texas Legislature adopted major provisions for firefighters and police officers. The result was a Civil Service Act that required departments to fill vacancies and grant promotions through a system of competitive examinations rather than by appointment. This same act prohibited firefighters and police officers from conducting labor strikes. Job security, freedom from political influences, and equality were the results intended by the legislature Chief Ligon’s administration was short yet productive. He retired January 1, 1948, after forty-one years, four months, and twenty-nine days of service.
On July 20, 1939, Captain Coy C. Killjan was appointed chief and took command. The city and nation began its recovery from the Great Depression with World War II following on its heels. In 1941, the municipal limits had expanded to one hundred square miles and despite having 21 stations within the city’s boundaries, the department struggled to keep up with the increasing demand for its services. The economic tensions of the 1930s prevented the fire department from replacing outdated equipment purchased in the early 1920s.
The military received priority for the acquisition of heavy motorized machinery. Fortunately, the fire department acquired six new 750 G.P.M. “Mack” pumpers prior to World War II. Master mechanic, John P. Oliver, conceived the idea of installing a forty-gallon booster tank; with power take off (PTO), driven off of the transmissions of the new 1938 Buick Century coupes. This immediately enhanced the flexibility of the Battalion chiefs, and a Fort Worth first was achieved.
During Chief Killian’s administration conflicts between the management and the new Firefighters Union began to segregate the department into two camps. Most officers secretly supported the Union and were dues paying members. City Manager Bothwell recognized dissension within the ranks and took what he felt was appropriate action. Bothwell stated, “This action taken against Killian is in the best interest of the fire department, that Chief Killian will return to the rank of Captain, to be reassigned by the newly appointed Chief.” In response to Bothwell’s decision, Killian stated, “I will serve this department in any capacity felt necessary.” Having been demoted to Captain, and assigned to Station No. 19, he later rose to the rank of Fire Marshall. Killian retired August 1, 1964, after devoting 42 years of service to the Worth Fire Department.
Chief Standifer Ferguson took command in December of 1919. Being one the original thirty-four paid men of 1893, he boasted a service record of 46 years.
Stations 14 through 21 were added during his administration, as well as the new Central station. Built on the corner of Texas and Cherry Streets, this new headquarters was considered one of the most modern and efficient in the nation. The success of the fire prevention ordinances in Chief Bideker’s administration led to the creation of the Bureau of Fire Prevention, established on October 1, 1925 by Chief Ferguson.
In the midst of the oil boom years the city expanded greatly and a fourth district was created. The Fort Worth Fire Department was well trained and equipped with modern stations and apparatus when the Great Depression hit in 1929. On August 30, 1935, the Fort Worth Fire Department received its union charter and Lieutenant C.C. Killian was appointed temporary president. The union pushed for a minimum wage law and the bill was passed in 1937, resulting in a division between management and labor. The city was bankrupt and salaries were reduced to $114.85 per month for a first private. Paychecks had to be discounted three percent in order to be cashed. The city was unable to pay the minimum wage of $150.00 per month and appealed the bill to the Texas Supreme Court.
On April 23 and 24, 1939, Chief Ferguson called together a special meeting at Central Station. He explained that he was unable to support the firefighters in a lawsuit pending against the city for back pay. Three months later on July 19, 1939, Chief Standifer Ferguson retired. The city council honored him with the title “Fire Chief Emeritus” and granted him half pay for life until he died on January 24, 1948.
Chief Bideker was recorded to be one of the finest chiefs ever known to Fort Worth. Chief Bill, as his men commonly knew him, was a self-proclaimed conservationist, which played an important role during his administration. Bideker was also known for his dry sense of humor and innovative leadership, which in his fourteen years as chief transformed the Fort Worth Fire Department into a professional firefighting team.
When Chief Bideker assumed command, the department held 38 men, 7 stations, and was fully horse drawn. Salaries ranged from $50 to $125 a month. The work schedule consisted of 147 hours per week with a full day off each month. Bideker’s administration was the first to appoint a Fire Marshall, in addition to passing several progressive fire prevention ordinances.
Bideker was a strong supporter of water conservation and actively participated in the construction of Lake Worth, which brought an end to the reliance on artesian wells for water.
In July of 1909 the city purchased the first car for Chief Bideker at a cost of $2,140.00. This topless, doorless, Maxwell passenger car came complete with spotlight and fire extinguisher. It became the first step toward a motorized department.
The romantic days of horse drawn hook-and-ladders and shiny brass steamers were soon to become a memory. During the height of the horse era thirty draft horses had filled the fire department stables. By 1919 the department’s transformation from horse drawn steamers to motor driven auto pumpers was complete. The city had purchased ten La France trucks painted bright white with gold lettering and stripes.
Chief Bideker fought hard for labor reform, better salaries, training, and modern stations. When he resigned on November 25, 1919, he left behind a modern fire department complete with thirteen stations and one hundred firefighters. The department was organized into an 84-hour work week with increased off-duty time. The new schedule developed firefighting into a career, making it possible for men with families to pursue this noble occupation.
The Great South Side Fire
A great devastating fire visited the City of Fort Worth on April 3, 1909. The fire started when two boys decided to experiment with smoking. One barn began to burn leading another barn to catch fire. When the fire department arrived on the scene of the incident, several homes were burning. Before the firefighters could set up to extinguish the fire, the blaze had already outdistanced them. The fire began to spread from one wood shingle roof to another aided by 40 mph winds. Chief Bideker attempted a third alarm, but the pull box was unable to transmit due to intensive heat melting the copper telegraph wires. Chief Bideker located a phone and requested a general alarm. The fire was outrunning the firefighters, and to make matters worse, Engine No. 8 had crashed into a telephone pole, killing the lead horses while veering to avoid a collision with a pushcart peddler.
Hose Company No. 5 also met with misfortune when one of the horses slipped on the pavement breaking its leg and putting No. 5 out of service. Company No. 1 Panther Engine answered the general alarm and prepared to attack a wall of flame, but radiating heat began to burn their rubber hoses before water could be pumped through the lines. In a heroic effort the men of Company # 1 managed to pull the Panther Engine from the blaze before it was lost.
The fire was consuming everything in its path. Texas Pacific Railroad’s roundhouse and adjacent shops formed a natural barrier between the downtown area and the Southside of Fort Worth. The railroad roundhouse and shops were consumed by fire, but allowed firefighters to gain control of the blaze and breathe a sigh of relief. If not for this natural barrier, the downtown area would have surely perished. Only one fatality was reported, but more than 290 homes and businesses lay in smoldering ashes in an area that covered 26 square blocks.
Fort Worth’s great expectations for prosperity were soon cut short in September by the Panic of 1873. Crushing financial crisis and nationwide depression caused railroad construction to come to a halt. Texas and Pacific Railroad stopped laying tracks 30 miles from Fort Worth’s boundaries. The population dwindled rapidly, mercantile and homes were abandoned, the grass literally grew in the streets. A Dallas Times Herald story written by Robert E. Cowart characterized Fort Worth as “a town so sleepy that he once saw a panther napping on the steps of the courthouse”. Cowart’s jab was turned to the city’s advantage adopting “Panther City” as its nickname.
A new spirit arose in Fort Worth as panther madness became the rage. The volunteers adopted a panther masthead for their second fire company along with a live panther mascot. Prominent citizens launched a bootstrap effort to complete the remaining rail lines leading to Fort Worth. A local finance company was organized and citizens worked around the clock to construct a railroad before the deadline set by Texas legislature. A jubilant crowd cheered the arrival of the first train to Fort Worth on July 19, 1876.
The railroad boom increased Fort Worth’s population drastically. Meanwhile, public outcry called for more fire protection. On October 3, 1876, a Silsby steam pumper was ordered at a cost of $6,250 and Panther Engine Company # 1 was organized to man it. Four minutes after a fire was ignited within the steamer’s fire box, a whistle blew to announce that a good head of steam was ready to power the pump. One minute later the first signs of water appeared from 100 feet of rubber hose. The steam powered pump sent a 100 foot stream of water skyward. This impressive sight was not to be exaggerated. It was now possible to deliver a large deluge of water into the heart of a fire without relying on inadequate man-powered pumps.
As one problem was resolved another arose, such as the lack of a reliable water works system for fire suppression. The city council allocated $1,025 for the construction of three water cisterns, which when combined held over 63,000 gallons of water. These cisterns provided water for fire suppression until 1882 when the first water mains were constructed. The ever-present threat of change was combated with the volunteers long standing traditions. The notion of their new Panther steamer being horse drawn to a fire was an insult to their manhood.
Only after embarrassing attempts to pull the massive 4-ton steamer through the city streets did they realize it was futile. The city adopted a policy of renting horses. The sum of 10 dollars was paid to the man who would hitch his horses to the steamer in the event of an alarm. Mayor R. E. Beckham was elected in 18 7 8 and campaigned for improvements of Fort Worth’s volunteer companies. The city purchased its first team of horses at a cost of $427.
The 1880’s brought growth and advancement to Fort Worth and to its fire department. The city boasted a population mark of 6,500 residents, horse drawn street cars, major thoroughfares, a water works system with six miles of main and hydrants flowing a water capacity of 4 million gallons a day. The fire department received the state’s first electrical fire alarm system and 11 Gamewell pull boxes were installed, increasing the fire company’s response times.
Significant fire department improvements on equipment and apparatus had begun to put a strain on the city funds. Despite enthusiasm generated by improvements in equipment, the volunteer department soon faced their greatest challenge. The rage during the era of the Panther City was to construct a palace and Fort Worth was certainly with the times. In 1889, the Texas Spring Palace was playing host to the nation, with a huge structure that was “built to burn”. The Spring Palace was constructed entirely of agricultural products from Texas. A framework of large timber pine from east Texas was constructed and covered with wheat, corn, cotton, oats, Spanish moss, and any organic materials available. Captain Paddock was quoted as saying “the Texas Spring Palace is easily the most beautiful structure ever erected on earth.” The great civic pride generated from its construction soon turned to tragedy.
On the night of May 30, 1890, while 7,000 people were dancing on the second floor, a fire broke out. Within 11 minutes, the building was engulfed in flame as guests leaped for their lives from second floor windows. An Englishman, Al Hayne, was killed after he rescued several guests. Miraculously, he was the only fire fatality. Today, at the intersection of South Main and Lancaster, stands a statue that salutes that Englishman, and dedicated to the brave firefighters of the City of Fort Worth. Because of the Spring Palace Fire, it became painfully clear that further progress was needed in fire equipment and personnel.
The Fort Worth Volunteer Fire Department stood against a salary proposal. For years the hardy men had valued their fire operation and celebrity status among the citizens whom they served. City politicians, more interested in balancing financial accounts rather than preserving a romantic tradition in existence for 20 years, began to push for a salaried department. On November 30, 1893, Fort Worth’s first salaried fire department, with 34 members, reported for duty. The beginning of one era marked the end of another. The proud volunteer brigade quietly stepped into the background, proudly carrying with them the knowledge that Fort Worth, Texas, may not have existed without them.
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https://fire.ucdavis.edu/sff
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Student Firefighter Program
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] |
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[
""
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[
"Nathan Trauernicht"
] |
2019-11-25T11:56:09-08:00
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The UC Davis Student Firefighter Program trains students to augment career firefighting personnel working in an all-risk environment. Applications are currently closed. Our next recruitment period for Student Firefighter will begin in the Fall of 2025. We provide our student employees hands-on training and professional experience in all aspects of fire and emergency services.
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en
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/sites/g/files/dgvnsk601/files/UCDFDLogo_1.png
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UC Davis Fire Department
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https://fire.ucdavis.edu/sff
|
The University of California (UC), Davis Fire Department (UCDFD) is established in the creation of the University Farm in 1917. Prior to becoming one of ten UC campuses, UC Davis served as the “farm school” for UC Berkley and would later become the flag-ship agriculture school for the UC system. Fire plagued critical infrastructure of the farm school in those early years prompting the formation of a fire brigade comprised of students, faculty, and staff to protect the University’s investments.
The structure of the all volunteer brigade at UC Davis remained largely unchanged until UCDFD introduced the Student Firefighter (SFF) Program in 1949. The program formalized the role of students functioning as emergency responders and initiated what would be a transition to the predominantly career organization that UCDFD is today.
In 1955, UC Davis began hiring career firefighters to work alongside the student firefighters. By 1974 the risk complexity of problems posed by the sprawling campus reached a magnitude that required a higher level of training and response demands that shifted the student’s primary role to one designed to augment the response capabilities of career staff. The program perpetually evolves as the needs of the campus and the fire department continue to change.
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3740
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https://www.sherbornma.org/fire-rescue-department
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en
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Fire & Rescue Department
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https://www.sherbornma.org/images/favicon.ico
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https://www.sherbornma.org/images/favicon.ico
|
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The Sherborn Fire and Rescue Department is a full-service fire and emergency medical services organization. The Department is primarily an on-call agency that is supplemented by an on-duty EMS crew and three full-time employees: the Fire Chief, a Fire Lieutenant, and part-time Administrator.
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/images/favicon.ico
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2023 Annual Report
2024 2nd Quarter Performance Report
The Sherborn Fire & Rescue Department is a full-service fire and emergency medical services organization. The Department is primarily an on-call agency that is supplemented by an on-duty EMS crew and the Fire Chief, a Fire Lieutenant, and a part-time Administrator.
The Department operates a Basic Life Support (BLS) Ambulance that is staffed with (2) per-diem EMS providers on a 24/7 basis, and operates the following apparatus from two fire stations:
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https://www.fireriskheritage.net/fire-science-in-the-past/the-oldest-fire-stations-in-the-world/
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en
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Archaeology of Fire Safety Measures – The Fire Stations of the Roman Empire
|
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[
"scientific department"
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2024-03-24T06:32:28-08:00
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From Ctesibius pump to the first Fire Brigade in History in the city of Rome, with around 7,000 firefighters, also in antique times fire has been a concern for people living in cities and towns
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en
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FIRE RISK HERITAGE - Engineering for the Heritage Safety
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https://www.fireriskheritage.net/fire-science-in-the-past/the-oldest-fire-stations-in-the-world/
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Fire protection services have been organized in most cities around the world since the late 1700s. In a limited number of cities there is evidence of earlier organizations, in some cases dating back to the Middle Ages. However, there are much older evidences of the interest in solutions for the protection of materials, buildings and fire rescue services, dating back even more than 2000 years.
The Ctesibius Water Pump and the Egyptian Flame Retardants
Ctesibius, a Greek mathematician and engineer was probably born in Alexandria around 300 B.C. The hydraulic pump he invented is often cited as a fire-fighting apparatus. Although from our research we have found no scientific references confirming that the Ctesibius water pump was developed or used in subsequent decades for firefighting purposes, we celebrate its brilliance because the Ctesibius water pump was a remarkable achievement in several respects, including the firefighting applications.
Another sector of fire prevention that is reflected in archaeological research activity is the history of studies carried out to make fabrics less subject to combustion, that is of flame retardants for fabrics. Such substances are capable of improving the behavior of a fabric when exposed to a flame or a source of heat. at high temperature. According the book “Flame Retardants for Textile Materials” (Asim Kumar Roy Chowdhury, CRC Press, 2020) “Flame retardant materials were first produced around 400 BC”. In 450 BC, in Egypt alum was used to reduce the flammability of wood, while 200 years later the Romans, to improve wood behaviour in case of fire, used a mixture of alum and vinegar.
Another aspect of the scientific citations concerning the archeology of firefighting services concerns the era of ancient Egypt. In this case, although the presence of firefighters in ancient Egypt is mentioned in several websites, we have not found any scientific references to support this statement.
The Roman Empire Fire Service
In the early years of the Roman Empire, an organized service of professional firefighters was established to limit the damage of the frequent fires triggered by flame lamps and fueled by the wooden structures of homes in the city of Rome. The city was severely exposed to the risk of fire which was very high at the time due to the widespread diffusion of wooden houses and buildings and the use of flames for heating and to illuminate houses and streets.
The service was structured into several Cohortes Vigilum, a special body responsible for surveillance, especially fire prevention. It was established in 6 AD. by Emperor Augustus with approximately 7,000 firefighters, divided into different operational areas (Regiones) operating at night with road surveillance tasks for fire prevention and public safety. Seven barracks, each for one of the seven cohorts are known. The service was deployed by barracks, known as castra, and by the excubitoria, or smaller barracks. Two buildings that date back more than eleven hundred years ago are, linked to this service are still visibile.
In addition to military equipment, the Vigili had simple tools such as lamps, for night patrol services, buckets, brooms, siphones (a sort of fire hydrant with leather pipes, for fighting fire), axes, crampons, hoes, saws, poles, ladders and ropes, as well as some “centones” (wet blankets used to smother flames).
Our translation from Italian of the Italian National Fire Service website (www.vigilfuoco.it) of the Cohortes Vigilum remains:
The “vigiles” were a body established in 6 AD. by Emperor Augustus in Rome with the task of monitoring both the streets during the night and to protect the city from fires, which were quite frequent given the conspicuous use of wooden infrastructures (such as stairs, galleries etc… ) and open flames used mainly to power skylights.
At the date of the foundation of the corps the number of vigilantes was 600, then it was expanded to seven thousand men. It should also be kept in mind that the houses in the “insulas” built of wood were practically contiguous. Any fires would therefore quickly spread from house to house. The intervention of the vigilantes was only effective if it managed to be timely, which was far from easy (even then!) considering the traffic of carts and people through the narrow alleys, as in the populous Suburra at the foot of the Esquiline, Viminale and Quirinale hills .
We must consider that the area to be monitored was the entire city and included 423 neighborhoods with over 147,000 buildings, where more than one million inhabitants lived. The equipment consisted of simple tools such as axes, crampons, hoes, saws, poles, ladders and ropes, then there were “centones”, wet blankets used to suffocate the flames or “siphones”, a sort of fire hydrant with leather pipes.
The official name of the corps was “Militia Vigilum”, which later became “Cohortes Vigilum”. Their motto was “Ubi dolor ibi vigiles” (Where there is pain there are vigilantes). The vigiles were organized into seven cohorts and each cohort was divided into seven centuries, as the name suggests, each comprising a hundred men at the head of which was the centurion. The vigiles corps was directed by the “praefectus vigilum”, the prefect of the brigade.
Augustus had divided Rome into 14 regions. Each cohort therefore competed with two of the 14 regions. In one of them the statio, i.e. the barracks, was placed, in the other a detachment or guard post called “excubitorium“.
The oldest findings of places where these services were carried out are found in Rome and its immediate vicinity, with two stations dating back to the 1st and 2nd centuries AD.
In the Trastevere district of Rome, eight meters below the road surface, the excubitorium, or detachment of the VII Cohort police in today’s street of the same name, is still visible. It is a building converted into a Fire Brigade barracks in the 2nd century. d. C. with a beautiful arched door framed by Corinthian pillars and surmounted by a brick tympanum.
The complex, at least two floors high, was characterized by a porticoed courtyard (A in the map above), onto which the firemen’s rooms and the wash-house fountains opened (B). On the rear side there was a chapel for the imperial cult (C), built in monumental form at the beginning of the 3rd century AD. The corner room, a latrine (D), was embellished with a shrine dedicated to Fortun.
The Fire Station closest to the center of Rome is one of the excubitoria and is known as “Excubitorium VII Cohort” (Barracks of the seventh Group of the Firefighters). It depended by the “Septima Cohort Vigilum” in the Region XIV (Transtiberim).
The remains of the building are located 8 meters below street level (due to the rise in street level over the centuries) and a large hall, a hexagonal fountain basin, a rectangular exedra and some rooms are visible. One of the most notable finds is a graffiti with the phrase “lassum sum successorem date“, that is, “I’m tired, lift me up”.
The oldest remains of a fire station, however, are the seaside area of Ostia, within the Archaeological Park of Ostia Antica, a few kilometers west of Rome. Here, Roma City administration built imposing barracks where around 320 firefighters worked to protect the then strategic port of Ostia, the gateway to river navigation to Rome. The barracks was built at the end of the 1st century AD. The barracks hosted a stable cohort of firefighters-policemen. The structure visible today dates back to the transformation of the Hadrianic era (first half of the 2nd century AD), which affected the entire neighborhood. The complex was at least two floors high, had a porticoed courtyard around which all the services necessary for a modern fire station were located.
Urban-scale Fire Protection of Rome after the 64 AC Fire
After the 64 A.C. fire, the rebuilding took place in many parts of Rome along wide straight streets and blocks of limited height, with vast internal courtyards and porticoes in front of the facades, which the Emperor Nero would have promised to pay for at his own expense.
The rebuilding would therefore have taken place in the rest of the city along wide straight streets and blocks of limited height, with vast internal courtyards and porticoes in front of the facades, which Nero would have promised to pay for at his own expense (sed dimensis vicorum ordinibus et latis viarum spatiis cohibitaque aedificiorum altitudine ac patefactis areis additisque porticibus, quae frontem insularum protegeren).
The historian Tacitus in his writings cites some urban planning rules established by Nero on the characteristics of the buildings. They could not have common walls and in some parts the wooden structure had to be built in specific stones considered fireproof (aedificiaque ipsa certa sui parte sine trabibus saxo Gabino Albanove solidarentur, quod is lapis ignibus impervius est).
As management rules, owners had to ensure that everything necessary to put out fires was always ready and, to ensure greater availability of the water brought by the aqueducts, abusive uses by private individuals were combated.
More, in English:
About Ctesibius
Ancient Ostia Fire Station
Roman Fire Brigade of Ancient Ostia
Iin Italian:
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History
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The first fire company on campus was a small group of Holy Cross Brothers whose main duties were listed in 1846 as “to procure buckets, axes and other tools during a fire.” Their “fire engine” was a piece of pumping equipment that was located in a shed adjacent to the campus’ dog kennel. As the University was much smaller at that time, this met the needs of the institution.
By 1871, the growth of the University prompted the formation of a fire brigade which was staffed by the Brothers and students. They utilized a hand drawn Babcock chemical cart and trained once a month to hone their skills.
The rudimentary nature of the fire brigade was highlighted during the devastating fire of 1879, which destroyed the Main Building and nearly closed the University permanently. As it took 45 minutes for a volunteer horse-drawn steam fire engine from nearby South Bend to arrive, the local Provincial Council of the Congregation of Holy Cross directed Father John Zahm to form a three company fire department staffed by Brothers and students on November 21, 1879. They were equipped with the Babcock cart and several hose carts that were stationed throughout campus.
In 1896, a central firehouse was built with two bays to hold the hose carts and a tower was later added to hang wet hose. By 1900, the Notre Dame Scholastic noted that the University had the “best fire protection in America,” and “could deliver over 2000 gallons of water per minute within 5 minutes of the alarm.”
Brother Borromeo Malley became fire chief in 1939, inheriting an outdated and neglected organization. During his 50-year tenure, NDFD firefighters constructed their first motorized fire truck (a 55 foot ladder truck in 1940) then purchased a fire engine and constructed the current firehouse in 1945. The eight Brothers assigned to live in the firehouse saw themselves primarily as firefighters despite fulfilling other positions throughout the University. From 1961 to 1990, student firefighters also lived in the firehouse and responded to calls in exchange for room and board. During fires, they were supplemented by volunteer firefighters drawn from the University’s power plant staff.
After another large fire at Saint Edward’s Hall in 1980, the first career firefighters were hired to work 24 hour shifts. This marked the beginning of the modern NDFD. At first, only one full time firefighter was scheduled per shift, but by 1996 the number had increased to four. The era of religious and student firefighters ended when the last two resident student firefighters graduated in 1991 and when Brother Francis Gorch moved out of the firehouse in 2002.
NDFD Today
The modern day Notre Dame Fire Department has 16 full time Firefighters responding to over over 2,000 incidents a year. The Administrative staff along with two fire protection technicians work weekdays. Thirty part-time Firefighters are used for shift vacancies, football games and other special events.
As the oldest university fire department in the United States, NDFD is also the only career Fire Department at a private educational institution. NDFD’s primary responsibility is to provide fire suppression, rescue and emergency medical services for the Notre Dame Community (which consists of the University of Notre Dame, St. Mary’s College, Holy Cross College, Holy Cross Village and other adjacent properties owned by the Sisters of the Holy Cross and the Indiana and Midwest Provinces of the Congregation of Holy Cross) and assisting neighboring fire departments.
Born out of necessity, NDFD is more than an emergency response agency. We are partners with the Notre Dame Community, committed to promptly and professionally answering requests for service and endeavoring to reduce the threat of fire through aggressive prevention efforts.departments in the areas surrounding Notre Dame. NDFD also provides fire safety education, fire code and OHSA safety inspections, fire protection system repair and maintenance as well as participating in the design review process for University construction projects.
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Surrey Fire Fighters Association Website
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This historical information was provide by the Surrey Professional Fire Fighters Pioneer Association and is published with their permission.
History Quick Links | Surrey’s first fire brigade | Disastrous fire | Purchase of fire equipment | Cloverdale gets fire equipment and a volunteer fire brigade | The next step up the ladder | The formative years | Recent years [1959 forward] | The fire chiefs of surrey | Early money by-laws for surrey fire department | Purchase of crash wagons | Fire trucks and equipment | Training on surrey fire department | Fire prevention | Public education | Surrey fire hall histories and locations | Surrey fire fighters association local 1271 | Surrey professional fire fighters pioneer association |History of Surrey Fire Hall 10|
SURREY’S FIRST FIRE BRIGADE
The first fire brigade in Surrey was located at Surrey Centre and was operational in 1898. Here is an excerpt from “THE DAILY COLUMBIAN NEWSPAPER” May 3rd, 1898 attesting to that fact:
“Fighting Fire at Surrey Centre-
Great excitement was caused at Surrey Centre, Sunday afternoon, by an alarm of fire, caused by sparks supposed to have blown from the Chinese shack on Coast Meridian Road. The flames spread with great fierceness, helped along with a brisk wind, which was blowing. Mr. A. Richardson’s property stood in great danger for quite a time. Fences, logs and a great amount of rubbish lying around blazed merrily for a long time.
Neighbors and all persons in the vicinity, along with the boys worked like Trojans and gained noble victory after a most terrible fight. Churchland’s farm and outbuildings luckily escaped. Fences were torn down to stay the rush of the fire fiend. Water was thrown on the flames by Surrey Centre Fire Brigade, (long may they live!) from two powerful spray pumps. Loss not known; no insurance”
DISASTROUS FIRE
Surrey’s First Fire Brigade correctly identifies a volunteer fire brigade at Surrey Centre in 1898. However, no other information has been found defining the existence of such a community service, until 1928, when Cloverdale area instituted their volunteer fire brigade and therefore this is generally considered the functional focal point for the beginning of Surrey Fire Department.
The following information was published in the Surrey Gazette Newspaper and recorded in the Cloverdale Volunteer Fire Brigade Minutes.
“Friday, November 2nd 1928; the business section of Cloverdale was threatened with destruction by a spectacular fire, which burned the rooming house and restaurant owned by Albert Fournier, as well as a frame building owned by Max Kovis of New Westminster, early this morning.”
Both structures destroyed, fronted onto Pacific Highway [Hwy. 15] at the north end of town. The Kovis building was divided into store premises that were occupied by Mrs. J. M. Richardson, who operated a variety store; Mr. J. A. Ross a plumber and Mr. W. M. Goodlet a shoe repairer. Each of these business people lost all their stock.
Practically all the contents in the rooming house and restaurant were saved by the rooming house occupants and others who turned out to fight the inferno, they carried those contents outside. Even at that, the total loss was estimated at $1,000; fortunately a substantial amount of the loss was covered by insurance.
The cause of the fire, which broke out in the Kovis Block, was not determined. Mrs. Richardson in a dwelling adjoining the Kovis building first discovered the flames; at 3:00 a.m. Word of the fire quickly spread throughout Cloverdale and within a very short time a great many of the town’s residents were on scene, looking to help save whatever could be removed from the premises which were threatened by the flames.
The fire had obtained a secure hold on the Kovis building by the time it was discovered by Mrs. Richardson so a call was made to New Westminster and Vancouver Fire Departments for assistance, however, the fire departments in both cities declined to respond. An appeal was then made to Blaine, Washington Volunteer Fire Department. About fifteen minutes after the call for help, Blaine fire fighters were on the scene with their chemical fire fighting equipment, and it was largely due to their efforts that the loss was not more extensive.
The flames extended quickly into Fournier’s rooming house, which was a two-storey structure. There was a concerted effort by the people of Cloverdale to slow the flames spreading into the Fournier building before Blaine fire department arrived, but the structure was doomed to burn. [Note: This effort was likely in the form of a bucket brigade, taking water from wells, ditches or ponds. There was a sawmill and a pond on the corner of today’s 60th Ave and Highway 15]
The Highway Garage, operated by Charles D. Hamre, was adjacent the site of the Fournier Building, and immediately across the Pacific Highway were the storage tanks and a warehouse of Imperial Oil. Volunteers of Cloverdale people while under direction of Surrey Chief Constable Alex. D. Matheson and the Blaine fire fighters, succeeded in saving both these structures, although the roof and side of Hamre’s garage were scorched.
The rooming house contained ten rooms, which were all occupied at the time of the fire. It was also home of a large restaurant. Mr. J. L. Griffiths, of Cloverdale Motors Ltd., was one of the rooming house tenants. He was awakened by the reflection of flames through his window and he aroused other occupants.
The lodgers had ample time to dress and gather their belongings before the spread of flames to their abode and so they began removing furniture, which was always the first chore in areas without fire protection.
The next morning, residents of Cloverdale were generous with their praise of Blaine fire fighters, for saving the business section of town, but expressed great surprise and disappointment over the failure of New Westminster and Vancouver Fire Departments to send a chemical wagon manned with experienced fire fighters.
PURCHASE OF FIRE EQUIPMENT
Fire fighting equipment for the protection of Cloverdale and surrounding district, “as soon as possible,” was the unanimous decision at a public meeting of businessmen and other residents of the community. The meeting was held in the Municipal Hall on Monday, November 25, 1928. This meeting was one of several arranged by the Surrey Board of Trade, following the fire at the Fournier and Kovis buildings. The purpose of the meetings was to discuss ways and means of obtaining equipment so as to afford some protection against loss by fire in the future.
The equipment proposed at these meetings was a chemical wagon fitted with two tanks of fifty gallons each, and that it could be towed by an automobile or truck, to any fire that might breakout. It was to be manned by a volunteer brigade. The estimated cost of this equipment was about $900, but efforts were made to raise $1,100, the extra $200 to be presented to Blaine Washington, Volunteer Fire Brigade for their efforts and valuable service given to Cloverdale on November 2nd.
A committee was created to raise $1,100, subscriptions were solicited from all the merchants and residents located within an approximate radius of one mile, from the corner of New McLellan Road and Pacific Highway. An amount of $25 was collected from each businessman and $7 from each resident, as an assessment calculated to raise the required money. Mr. A. J. Christmas was appointed acting secretary of the committee. Subscription fees were forwarded to him or to the Cloverdale Branch of the Bank of Montreal.
CLOVERDALE GETS FIRE EQUIPMENT AND A VOLUNTEER FIRE BRIGADE
With the arrival in early December 1928 of chemical tanks and a hose reel, Cloverdale was soon to have a fire department. The tanks and hose reel were made for use on a horse-drawn vehicle and were obtained from the City of Vancouver, which with the advent of motorized apparatus had no use for the equipment and therefore loaned it to Cloverdale, free of charge, for an indefinite period of time.
The equipment was in first class condition; however, money was required to make necessary changes to bring it up-to-date. The monies collected by subscriptions were allocated to making these alterations. There were two tanks of forty gallon capacity each. In addition to a hose reel and some extension ladders. This equipment was removed from its carriage and installed on a Buick automobile chassis. More hose was obtained and Cloverdale had a small very efficient fire fighting unit for protection of the district. The efficiency of this Chemical apparatus – which was virtually the same capacity as the equipment Blaine had used at the recent Cloverdale fire – was considered quite adequate.
Credit for obtaining the equipment from Vancouver belonged to Mr. A. J. Christmas and Mr. H. V. Parr, whom negotiated with the Vancouver authorities.
On February 12, 1929, a meeting was held to form a volunteer fire brigade and the first Volunteer Fire Chief elected for Cloverdale was Charles Hamre, who owned the Highway Garage situated next to the conflagration of November 2nd 1928. The newly created equipment was housed at Hamre’s garage and an air horn was mounted atop the garage as a alarm device to summon volunteer fire fighters.
The second Volunteer Fire Chief of Cloverdale Volunteer Fire Brigade was Charles’ brother Ed Hamre who took over when Charles died. The third Volunteer Fire Chief of the Cloverdale Volunteer Fire Brigade was Bruno Zappone. Today, [2005] Bruno still lives in Cloverdale and remains active in many community affairs. In 2004, Bruno received the Queen’s 50th Anniversary Medal for his many contributions to the City of Surrey.
NOTE: The “Chemical Wagons” used in 1928 contained two tanks [40 gallons each] stationary mounted on the vehicle, and also a reel of ¾ – inch hard rubber fire hose.
When the water and bicarbonate of soda in the tanks was mixed with sulphuric acid, carbon dioxide gas was generated, building up pressure in the chemical tanks and thereby expelling water under pressure.
These early chemical wagons were most always soda-acid and not foam type units.
THE NEXT STEP UP THE LADDER
The next fire brigade to be established in Surrey was the White Rock Volunteer Fire Brigade.
The White Rock area had many disastrous fires in the early 1900s, but had no practical fire fighting resources until 1934. Nevertheless, they did have fire protection supplied by Blaine, USA; New Westminster and Cloverdale.
One fire of note was a Wildland fire in September 1910, which burned from east of the White Rock area through to Blackie Spit, a distance of more than 6 miles. Eight homes owned by the Hazlemere Lumber Company, a number of summer homes and some businesses were all devoured by the flames.
In January 1927, fire destroyed buildings along sea front road [Washington Ave.– Marine Dr.]. Some of the premises destroyed and damaged were; the Pavilion, Auditorium, Clancy Building, Post Office, J. D. MacMillan and Fred Philps buildings. Damaged were Shepherd Brother’s Meat Market [operated by Ben and Len Shepherd — Len Shepherd was Surrey Fire Chief Al Cleaver’s father-in-law], and Dinty Moore’s Confectionary.
This fire became the central point in establishing a volunteer fire brigade for the White Rock area, with considerable debate toward forming the areas first volunteer fire brigade.
An interesting fire occurred in 1928 at the Great Northern Railway Station Depot on sea front road. William R. Barge [Surrey Captain Harold Barge’s father] supplied buckets from his hardware store to facilitate a bucket brigade in passing water from Semiahmoo Bay to the train station fire, an action that saved the building.
Finally in 1933, after years of talking, a committee of three, Messrs. W.J. Moffat, W. J. McIlwain and Councillor Logan Davis, was established to muster a group of volunteers to form the White Rock Fire Brigade. W. J. McIlwain was appointed first Deputy and first driver, until the group became structurally sound and selected a Chief. The newly created group responded to their first fire in March 1934, it was a bush fire on Buena Vista Avenue that threatened some homes. It was reported that their bucket brigade saved a lot of valuable property.
Organizational development with the newly formed group was lacking initiative. This obstacle soon came under control when retired Fire Chief W. J. Watson of the New Westminster Fire Department and summer resident of the White Rock area, was appointed Fire Marshall in 1934.
Fund raising events took place and in 1936 a reorganization” meeting was held. W. J. McIlwain was elected Chief. McIlwain soon moved to the interior of B. C. and the fire brigade faltered for some time under various Chiefs, along with a burden of inadequate equipment, requiring tires, batteries and other essential operational items.
In 1940, Jack Kelman [Gassy Jack] became Fire Chief and housed the fire truck in his Shell service station at the corner of Oxford Street and Washington Avenue. So began the functional White Rock Fire Department.
THE FORMATIVE YEARS
During World War II, the federal government established Air Raid Precaution Units, [A.R.P.] for civil defense purposes across Canada. One such unit was Surrey Air Raid Patrol, headed by G. A. Hooser. Air Raid Wardens were given buckets of sand and shovels with which to extinguish incendiary fires, that were expected to happen with the Japanese dropping incendiary leaflets from their aircraft. No air raids took place in -Canadian airspace during the War.
As a result of the A. R. P., two things happened – one, the Municipality of Surrey received much needed equipment when the A.R.P. was disbanded after the War – two, new fire halls sprang up throughout Surrey, including South Westminster, Sullivan, Crescent Beach, Port Kells and Hazlemere.
In 1952, the provincial government decided to replace Provincial Fire Marshall Deputy positions with Municipal Fire Marshall positions. Ray Feather filled the new post in Surrey on February 7th 1952, when he was offered the title of Fire Inspection Officer and Coordinating Officer, replacing Lambert Burton who retired that year. [Ray Feather was in charge of the Surrey Municipal Stockroom and had been a firefighter in Saskatoon Fire Department prior to the War.]
It is interesting to note that in the 1950 Surrey Volunteer Fire Chiefs and the paid firefighters were sworn in as Forest Fire Prevention Officers under the jurisdiction of the British Columbia Forest Service. The reason for this was that the Forest Service had total control for issuing burning permits and fighting Wildland fires. At a later date Surrey Fire Department Officers were appointed as Provincial Assistant Fire Marshals and eventually, Local Assistant Fire Commissioners.
Until 1957, there was no efficient system of addresses in Surrey. In the closely-knit community of earlier years fires were located by the name of the property owners. With the construction of the Trans-Canada Highway and removal of tolls on Pattullo Bridge, the population of Surrey increased steadily and problems surfaced in locating fires by individual property owners names, this problem was recognized earlier, when in 1948, Canada Post had urged Surrey Council to adopt an address system. In 1957, the Municipality joined with the rest of the Province of British Columbia municipalities in adopting a grid system of streets and addresses. After the fire fighters and residents learned the new system, emergency personnel could be dispatched precisely to specific addresses.
In 1958, Surrey amalgamated all its fire districts into one fire department, at which time the various fire halls were given numbers instead of district names. Individual pride was a factor to this change, many of the fire halls shunned the number system and preferred the continued use of their names, for example:- Port Kells Volunteer Fire Department, Hall # 7.
As a result of this amalgamation Ray Feather was put in charge of all fire districts in Surrey. This new system was further endorsed when shortly thereafter the Municipality abolished the Ward System of political representation.
RECENT YEARS [1959 forward]
The members of Surrey Fire Department have always been pioneers in new developments and initiatives. Mouth-to-Mouth Resuscitation was tried in Surrey when other agencies, [except for Richmond Fire Services], were skeptical about the procedure.
The first female fire fighters on a Municipal Fire Department in B. C. were Jean Turley and Helen Beaton of Johnston Heights, Fire Hall #6, when they came on staff in 1960.
Surrey now has 409 full time members. Surrey ranks high among the best trained fire departments in the country. Fire fighters from Surrey are in demand as trainers throughout the Province of British Columbia, Western Canada, with the Justice Institute of B. C. Fire Academy and also in Saudi Arabia.
The professional rank and file members of Surrey Fire Department are some of the most respected and recognized union brethren in North America.
THE FIRE CHIEFS OF SURREY
The first person to be in charge of Surrey municipal fire services was Lambert Burton, appointed on Feb. 17, 1 947. He was an Inspector with the Surrey Building Department, however, he was also an oil burner inspector and as such was in charge of overseeing the operation of the fire department.
In 1952, Ray C. Feather, was appointed to the position as Surrey’s first full-time Fire Chief. He was also working for the Municipality of Surrey, as Manager of the Municipal Stockroom, prior to his appointment.
In 1972, Chief Feather retired and W. Allan Cleaver was appointed Fire Chief. Chief Cleaver came up through the ranks, he was a volunteer fire fighter at South Westminster Fire Hall # 1 and was also the first Training Officer for Surrey Fire Department.
In 1986, Chief Cleaver retired and Howard G. Seter became Fire Chief. Chief Seter also came up through the ranks, beginning as a volunteer at South Westminster Fire Hall # 1.
In 1996, Chief Seter retired and James G. Bale became Fire Chief. Chief Bale also came up through the ranks, beginning as a volunteer at North Central Surrey Volunteer Fire Department, Hall #4. Prior to joining the fire department Jim Bale was the Drum Major for the North Central Surrey Junior Firemen’s Band, [Canadian Legion Jr. Band].
In April 2001, Chief Bale left the Fire Service and Len Garis was appointed Fire Chief. Chief Garis was promoted from a position of Assistant Fire Chief on Surrey Fire Department. Chief Garis came to Surrey Fire Department from Pitt Meadows Fire Department where he was Fire Chief, he also served with of the Justice Institute of British Columbia, Fire Services Branch. Chief Garis grew up in Cedar Hills / West Whalley area of North Surrey and would often visit at Fire Hall #2 during his journeys to and from school at West Whalley.
EARLY MONEY BY-LAWS FOR SURREY FIRE DEPARTMENT
Under the Ward System of Municipal Government each Ward had to pass their own by-laws to raise funds for improvements. Fire brigades were considered improvements. Prior to money by-laws development of fire brigades was by personal subscription of funds by residents, such as donations, fund raising dances, bake sales, etc. Here are some of the early money by-laws for Surrey Fire Department.
By-law # Name Date of final approval Amount 637 Cloverdale Fire Protection By-law June 30 1940 $700.00 638 White Rock Fire Protection By-law June 30 1940 $750.00 781 Cloverdale Fire Protection By-law June 11 1945 $ 3,750.00* 782 White Rock Fire Protection By-law June 9 1945 $ 3,750.00* 783 Port Kells Fire Protection By-law June 11 1945 $ 3,750.00* 834 South Westminster Fire Protection By-law Oct. 1 1946 $ 10,000.00 835 Hazelmere Fire Protection By-law Oct. 1 1946 $ 3,750.00 861 Crescent Beach/Ocean Park By-law April 8 1947 $ 5,000.00 970 Cloverdale Fire Protection By-law June 13 1949 $ 8,000.00 971 Sunnyside Area Fire Protection By-law June 13 1949 $ 4,500.00 1084 Sullivan Area Fire Protection By-law April 23 1951 $15,000.00 *By-law for the purchase of War surplus Crash Wagons.
The following by-laws are also recorded, although the money amounts have not been checked.
By-law # Name Year
#1139 North Central Surrey Fire Protection District 1952
#1162 Newton & Strawberry Hill 1952**
#1276 West Central Surrey Fire Protection District 1954
#1331 Crescent Beach /Ocean Park Fire Protection District 1955
** This by-law did not pass. Had it passed then Hall # 10 would have been located in the area of Scott Road rather than 72 Avenue and King George Highway.
By-law # 1652 was a Consolidation of Fire Districts Referendum By-law – held in 1958.
PURCHASE OF CRASH WAGONS
Surrey Fire Department purchased the Royal Canadian Air Force Crash Wagons on February 13, 1945. They were for the districts of Cloverdale, White Rock and Port Kells. The trucks were 3 ton Ford with V/8 motors, they had six wheel drive, 2 in the front and 4 single tandem on the back, the drive system was Marmon-Harrington. These trucks were in Calgary and McLeod Alberta as war surplus.
The related costs were:
$ 3,287.00 each c/w Asbesto Fire suits $9,861
Freight $ 200.00 each $ 600
Inspection & Telegrams $ 160
$ 10,621.00
FIRE TRUCKS AND EQUIPMENT
As mentioned on page one, the earliest fire equipment known to be used in Surrey were two “powerful spray pumps,” these were used at Surrey Centre in the year 1898, however, it is not known if these were on a vehicle, wagon, trailer, or carried by hand. The first recorded, [authenticated], fire equipment used in Surrey is explained on page 9, and was in Cloverdale. The first ‘real’ or factory built fire truck was a 1922 White. This truck was a used Chemical Wagon [Truck] purchased in 1940 by the Cloverdale Fire Brigade, from the City of Vancouver, for $325. This truck is now owned and being restored by the Surrey Firefighters Association, Local 1271.
When World War II ended, the Municipality of Surrey purchased three Air Force Crash Wagons from the War Assets Commission, for $ 9,861.00. These were put into service at Cloverdale, White Rock and Port Kells. The fire department also received four portable trailer pumps from the Air Raid Precaution [A.R.P.]; one of these remains today at the City of Surrey Museum.
Over the years, several cars and small trucks were modified to carry water, hose and other fire fighting equipment. The equipment was distributed among the eight established fire districts in Surrey. By the 1960s, Surrey began manufacturing their own fire pumpers at the Municipal Work Yards. Eleven of these trucks were manufactured and the last one produced is housed at the Surrey Museum. It is a 1972, International cab forward, 500-gpm Hale single-stage pump, triple combination pumper, painted fire engine red. The cost saving in producing these trucks, over the purchase of factory manufactured units, was approximately $10,000. In those days a factory unit was priced around $30,000, therefore, for every two constructed there was a saving sufficient to build the third.
Early personal protective equipment was very limited. Most fire fighters arriving at the fire scene wore ‘everyday’ type clothing; ‘full-length’ rubber coats and army helmets were added during the War by the A.R.P. Early fire fighters did not have breathing apparatus. The act of inhaling toxic smoke and fumes, gave these individuals the moniker of “Smoke eaters.”
The installation of fire hydrants, beginning in 1954, has increased the availability of water and reduced the need for pumps to draft water from wells, rivers, creeks and ditches. The first fire hydrant [Hyd. #1] is located at the south end of Pattullo Bridge on the east side of King George Highway.
Surrey’s first Fire Boat, named “THE SURREY GUARDIAN” was purchased in 1968, to fight fires along the Fraser River. The Captains mastering this vessel were John Menunzio, Rudy Brieter and Bob McNabb. This boat was sold in 1972 in favour of a Ladder truck.
Communications have also become more effective over the years. Cloverdale Fire Brigade purchased the first siren in 1938. The first radio equipment was purchased in 1956. Alerters or stationary monitors were added during the 1960s and individual pagers were put into service during the 1980s. Today, Surrey Fire Department is the dispatch centre for White Rock, Langley City and Township, Pitt Meadows, Maple Ridge and Port Coquitlam fire departments.
TRAINING ON SURREY FIRE DEPARTMENT
Prior to February 1st 1966, Surrey Fire Department did not have a paid Training Officer, it was on that date Captain Al Cleaver became Surrey’s first Training Officer. He held the position until April 1971, when Captain Lorne Pearson became Training Officer.
At that time there were twelve fire halls in Surrey, four had paid staff and volunteers, the other eight halls were totally staffed with volunteers. Each hall trained on a regular, but individual basis. Captain Cleaver developed a schedule that encompassed the twelve fire halls being instructed in a standard manner.
The result was that four different halls received training Monday to Thursday evenings and two were trained on Sunday mornings. The remaining six halls received duplicate training the following week and all paid staff were trained on Monday to Thursday mornings.
In addition to training fire fighting personnel, a multitude of other duties were carried out by the training officers, such being personal development, developing pre-entrance exams, establishing a training manual, assisting volunteer halls in budget preparation, recruit training, developing public demonstrations, creating fire hall inventories, lecturing and training nurses and private industry staff, talking to school children and attending major fires to observe operations. A corollary to all this was ‘perform anything else the Fire Chief thought of!’
A heavy mandate of high performance was established early within the Surrey Fire Department Training Branch and it is still carried out today with pride, as the acceptable standard.
FIRE PREVENTION
The first fire protection by-law, [#1012 (1950)], for Surrey Fire Department was passed in 1950, this was a by-law for the administration and control of the fire department, it also contained clauses to enforce the control of burning and other fire prevention related concerns.
Prior to the passing of By-law #1021, (1950), concerns related to life safety and fire prevention were at the jurisdiction of the Provincial Fire Marshall, burning permits were the responsibility of the B. C. Forest Service. Municipal Fire Marshall Ray Feather was appointed in 1952, his title was Fire Inspection Officer and Coordinating Officer for Surrey Fire Department.
Feather was the only Fire Inspector until April 1, 1995, when Glen Orville Worden was hired. A third Inspector was hired on July 20, 1956, in the person of Cecil Giles Clake. Unfortunately, most of their time was occupied by oil burner inspections, writing fire permits, doing fire reports and miscellaneous other responsibilities incumbent to the operation and function of a developing fire department.
During the 1960s changes began as a result of increased population and commercial development within Surrey. Staff was added to the Inspection Branch, the first being Ted Menun who was transferred from the position of fire fighter at Hall #2. In May 1973, Ted Menun was put in charge of the Inspection Branch and in 1986 he was promoted to Assistant Fire Chief, Chief Fire Prevention Officer.
At this time regular fire fighters were permitted to transfer to the Fire prevention Branch, on a temporary basis, to gain experience for their career development and bring fire fighting knowledge to the Fire Prevention Branch. [In those years the seniority list was a single fire department listing.
PUBLIC EDUCATION
Beginning in the 1980s and continuing until the new Millennium, Surrey developed a successful Public Education Branch, under the leadership of Public Education Officer Al Lonneberg, Al was a volunteer fire fighter at Hall #10 and was hired as a fulltime fire fighter on June 7th 1972. The Branch grew and functioned well with the use of numerous summer students during its two decades of operation.
Many innovative fire safety educational aids were created, such as the famous “SIR – E – BEAVER” mascot, a Sir-E-Beaver talking robot and many customized Surrey Fire Department devices, teaching aids and brochures, directed to teaching children fire safety in Surrey schools.
The most costly fire loss in Surrey was the Fraser Surrey Docks fire in 1991, the loss at that fire was $25,000,000, the fire burned for one week.
HALLS AND LOCATIONS
Hall # 1 – Was originally known as South Westminster Volunteer Fire Department, the department was formed on January 2nd 1946 and a fire hall was built at the corner of Scott Road and Pattullo Roads, near the present Scott road Skytrain Station. [Pattullo Road no longer exists]. Prior to 1946, a 250 gpm portable A.R.P. trailer pump was stored in a shed at Valley Lumber Yards {Beaver Lmbr. / Revy Lmbr.], across Scott Road from the fire hall location.
This trailer pump was towed to fires by John Pearson’s personal 1935 Chevrolet ½-ton pick-up. He was the local A.R.P. Warden at the time.
This was the first municipal fire hall built north of Sullivan. – West of King George Highway, the next closest fire hall was White Rock. Volunteers built Hall #1, with lumber donated by local sawmills and lumberyards; the construction method was 2×4-inch fir, horizontal crib wall style. The hose tower was of standard, stud construction and on the top was a World War II, surplus air raid siren. Total cost for construction of the two-bay Fire Hall #1 was $2,350.
The first Volunteer Fire Chief at South Westminster Volunteer Fire Department was John Pearson, the Deputy Chief was Harry Brown. The second Chief was Jack Fisher, who was removed in 1949. Chief James L. Cook was then elected as Volunteer Chief. The Fire Hall closed in 1961. The present Fire Hall #1, at 8767 132 Street, was opened in May 1979.
Hall # 2 – In December 1958, Captain John Menunzio and his family moved into Hall # 2 and remained living there until 1970. During those twelve years living in the fire hall, Captain John found time to build a 26-foot cabin cruiser on premises and cruise with it from his homeports of Richmond and Point Roberts. Captain Menunzio was also the first and only Volunteer Chief at Fire Hall # 2. The hall was constructed to protect the West Whalley area, St. Helen’s Park, Cedar Hills and Royal Heights. When Fire Hall #1 closed in 1961, Hall #2 acquired protection responsibilities for all South Westminster and Bridgeview as well.
The fire hall was officially opened on October 24th 1959. Initially the hall was known as South Westminster Fire Hall # 2. The fire hall was replaced by the present Fire Hall #2 in 1999, then demolished.
Hall # 3 – This fire hall was originally located in Port Mann and owned by the C.N.R., in 1958 the building was moved from Port Mann to 9865 Sandell Road [128 Street], the Volunteer Chief at this location was George Cruickshank, who was also a Fire Committee member for Fire Hall # 1. In 1959 the building was again moved, this time to 11659 96 Avenue, where Jimmy Miller became the first Volunteer Fire Chief. Some of the other earlier volunteer chiefs at Fire Hall # 3, in sequential order were Dave Shenton, Doug Proctor, Gordon Mason, Vic Green, Dean Colthorp and Ray Menagh.
In 1965 the present Fire Hall # 3 was constructed and the twice-moved original structure was relegated to the back yard.
Hall # 4 – Was known as North Central Surrey Volunteer Fire Department. The first fire hall was constructed on Hjorth Road at 136A Street. Prior to the fire hall being constructed by volunteers, the fire truck was housed in a barn owned by Harold Vernon alongside Forsyth Road (139 St) near 104 Avenue.
The first Volunteer Chief at hall # 4 was Jim Brooks. Fran L. Myttenar was hired as a paid Captain, Volunteer Chief Myttenar and his family moved into and lived in the fire hall for several years.
In 1959, a new fire hall was built at 14586 108 Avenue. Harold Pinder then became Acting Captain and Volunteer Chief. Lorne Pearson was promoted to Captain and Volunteer Chief at Fire Hall #4. On December 1st 1964, Pearson and his family moved into the fire hall and lived there until 1971.
Hall # 5 – This hall was founded in 1962 and was a satellite station to Hall # 4, it was developed because of the construction of Highway # 1, [Hwy. 401] which caused the northeast section of Surrey to be severed by the highway. Hall # 5 was originally located at 168 Street and 104 Avenue. In 1991 a new fire hall was constructed at 176th Street and 100 Avenue. The first Volunteer Chief at Fire Hall # 5 was Glen Ardiel, Henry Koelling was next, then Gordon McNeill, Len Rushton, Jim MacPherson, Nobel Larsen and finally Glen Whitter. In later years the hall was referred to as Fraser Heights District Fire Department.
Paid staff went into Hall #5 in 1989.
Hall # 6 – This fire hall was a satellite to Sullivan Fire Hall # 9 and was originally known as Sullivan’s Auxiliary Fire Service, Johnston Heights Branch. It was founded on March 24th 1952. When Sullivan built a new fire hall in the early 1950s, their old fire hall lumber was used to build a fire hall #6 on the southeast corner of 152 Street and Trans Canada Highway [Fraser Hwy] on property donated by a Mr. Stockwell. [Location of Evergreen Mall]. This Fire Hall was eventually moved to Municipal Property at 9049 152 Street [location of the present Fire Hall #6].
Two new Fire Halls have been constructed at this site. The second and current hall has been renovated three times. It was originally opened on April 29th 1961.
The first Volunteer Fire Chief at Hall # 6 was Elgin Wolfe, elected on August 14th 1952, second was Herb Burgess, then Charlie Matthews, Wally Snooks,[ who died in the fire hall after having a shower], Bob Turley and Sid Stokes.
Hall #7 – Originally known as Port Kells Volunteer Fire Department, it was founded in 1940, but did not become a functional fire department until 1945 when the Fire Hall was constructed, that is the section on the west side of today’s hall.
It is constructed on the site of the original St. Oswald Church, which was moved east on 88 Avenue to its present location. The church was “skidded” along 88 Avenue by manpower and small vehicles, with people greasing the skids.
The first Volunteer Fire Chief at Hall # 7 was Alf Watson, the second was Everett Bulman and the third was his son Jim. Fire Hall # 7 is the only Surrey Fire Hall to have three generations of volunteer fire fighters responding at the same time, they were Grandfather Everett, Son Jim and Grandson Clint Bulman.
Hall # 8 – Originally known as Cloverdale Volunteer Fire Brigade. [see page 7]. The first Fire Hall was built in 1930, this was Surrey’s first fire hall. The Fire Hall was replaced in 1947 and has been renovated several times since then.
It has always been located at 17572 57th Avenue.
The first Volunteer Fire Chief was Charles Hamre, the second his brother Ed, Bruno Zappone [ who still resides in Cloverdale] was the third Volunteer Chief and Jim Urquhart was the fourth. [Jim Urquhart was in charge of designing and building the Surrey manufactured fire trucks mentioned on page 20. Surrey Professional Fire Fighters Pioneer Association President, Graham Symonds, was also instrumental in building these trucks — Graham was also a Volunteer Chief at Fire Hall # 8].
Hall # 9 – The name given to this fire brigade at conception was “Sullivan Auxiliary Fire Service # 5,” it was founded on May 20th 1944, as an A.R.P. brigade. Their first Fire Hall was constructed at 6272 152nd Street. A second hall was constructed, beginning in 1955 and completed in 1958, at the same location. This was built under the direction of Wes Gillis by the Hall # 9 volunteer fire fighters. The first Volunteer Fire Chief at Hall #9 was Tom Johnston, second was A. ‘Wes’ Gillis, some others in succession, were Harold Hiltz, Dave Mortenson and Bill Mc Innes.
In 1997 a new Fire Hall #9 was constructed alongside 64th Avenue at 14901. This location is also the Central Training Facility [CTF] for Surrey Fire Department and the main Mechanical Service Garage. The first Mechanic for Surrey Fire Department was Gordon Marshall, the second Andy Mc Lay and the third is Assistant to the Fire Chief, Mechanic Gordon Wilson.
Hall # 10 – The name given this hall when it was formed in 1954 was, West Central Surrey Volunteer Fire Department. The hall is located at 13570 72 Avenue, [Newton]. Two fire halls have been located at this location. The property was sold to Surrey by Lew Jack at a bargain price, then his son Art donated the Fire Hall, which was originally his service station, located adjacent the site.
The first and only Volunteer Fire Chief was Art Jack. Art was hired full time as a Captain on June 1st 1959 and served his full career at Hall # 10, until his retirement on September 30th 1978.
Hall # 11 – Dedicated on January 18th 1991. When this hall opened it was ‘manned’ with full time staff. It is located at 12863 60 Avenue.
Hall # 12 – Originally was known as Crescent Beach Volunteer Fire Department, it was founded in 1947 and was located at 12318 Beecher Road, Crescent Beach. The first Volunteer Fire Chief for this department was Douglas Greggor. In 1948, A. Goddyn was appointed Volunteer Chief and in 1949 Bill Gardner, he was in charge when the fire hall was built on Beecher Road.
In 1951, a tragic house fire occurred in Crescent Beach and volunteer fire fighter Derek Brown lost his wife and two children to the flames. Derek later became a volunteer fire fighter at Hall # 2. Immediately after this tragic blaze Collin McFayden became Volunteer Chief. In 1954 Aubrey Leonard Stevens became Volunteer Fire Chief and during his era the Fire Hall at 2610 128 Street was built by the volunteer fire fighters.
Hall # 13 – Originally known as Sunnyside Fire Department, it was first located at 15310 24th Avenue. [Where Semiahmoo House is today]. This fire Hall was built in 1958 after White Rock seceded. Prior to this the Fire Hall was located on the north west corner of 16th Avenue and 152 Street, where the Bread Basket is located.
The Captain and Volunteer Fire Chief at this hall was Harold Barge. Harold and his family lived in the Fire Hall when it first opened. The present Fire Hall # 13 at 15155 18th Avenue was built in 1982.
Hall # 14 – Originally known as Hazlemere Volunteer Fire Department, was founded in 1946 and was located on Pacific Highway [Hwy. #15], the fire hall was located right beside Smith Bros Garage at the base of the hill on Pacific Hwy one block south of 16th Avenue on the west side of the highway.
When the fire department began, fire-fighting equipment was stored in George Homefield’s barn. George was the first Volunteer Fire Chief at the hall. Stan Shepherd also served as Volunteer Chief, for many years after George as well as Bud Smith.
The Shepherds either sold or donated the land on which it was built and the Smith Bros Garage would take care of the maintenance. That hall was used until the 60′s when a grass fire on the farm next to it got out of hand and the hall burned down.
Today’s fire hall at 2016 176 Street [Hwy. # 15] was a vacant service station, it was purchased and converted into a fire hall. Expected in early 2011 and brand new replacement fire hall is set to open on teh same propertry.
Hall # 15 – Dedicated on May 20th 1992, this Fire Hall is located at 18916 64th Avenue. When this hall opened it was staffed with full time personnel.
Hall # 16 – This is the White Rock Fire Department, which is located at 15315 Pacific Avenue. It is known as Fire Hall # 16 for dispatch purposes. [see page 9 for some history on White Rock Fire Department.]
Hall # 17 – Dedicated on December 16th 1992, this fire Hall is located at 15329 32nd Avenue. This Fire Hall is manned by full time staff. It was the main fire department training centre when it opened, but now shares that responsibility with Fire Hall # 9.
Hall # 18 – This Fire Hall became operational in 1995, it is located at 8091 164th Street. When the hall was built it was designed to house the RCMP, however the location did not function adequately and the hall annex became the pre-fire plan centre for Surrey Fire Department. Like Fire Halls 11 and 17 full time staff mans this hall.
SURREY FIRE FIGHTERS ASSOCIATION LOCAL 1271
The Charter of Affiliation as members of an International Union was delivered to the International Association of Fire Fighters, Local No. 1271, [The White Rock Area Fire Fighters, Local 1271] on May 23rd 1957. Charter members included: A. Powell, Alfred Bard, G. W. Pollard, H. Barge, Charles E. Montgomery, James E. Cook, John Menunzio and Glen Orville Worden.
To qualify for affiliation with the IAFF an area had to have seven members. In Surrey prior to May 1956, there were only five members, all employed at Surrey’s White Rock-Sunnyside Fire Hall. When John Menunzio and James Cook were hired full time at South Westminster in May 1956, Surrey Fire Department met the required number, enabling an application for International Charter of Unionism
The Charter of Affiliation has eight names, the final name being Glen Orville Worden. He was employed as a Surrey Oil Burner Inspector and was a member of C.U.P.E # 402, however, a change in his job classification in the early months of 1957, allowed him to transfer to the fire service. When the Charter of Affiliation was delivered to Surrey, A. ‘Red’ Powell and Alf Bard volunteered to be Representatives for the Union until an election could be held in the fall. This was important because the newly Chartered Union Local had to immediately apply to the Labour Relations Board of B. C. for Certification. This was applied for on June 10th 1957, by A. Powell, however on June 14th 1957, the application was opposed by the Municipality of Surrey on the basis of White Rock being in the process of incorporating as a City. Nevertheless, W. H. Sands, Chairman of the Labour Relations Board, granted Certification on June 25th 1957
In September 1957, the first election of officers for IAFF local 1271 was held. John Menunzio was elected President and Lorne Pearson was elected Secretary/Treasurer. Hector Wright, a Vancouver Fire Fighter who was the 6th district Vice President of the IAFF, delivered the oath of office at South Westminster Fire Hall.
SURREY PROFESSIONAL FIRE FIGHTERS PIONEER ASSOCIATION
The Surrey Professional Fire Fighters Pioneer Association was formed on July 24th 1992, when eight retired Surrey fire fighters met for a luncheon meeting in Yic’s Restaurant at the corner of 104 Avenue and King George Highway in Whalley, Surrey. The members present at that meeting were; Alf Bard; Joe Clake; Ted Menun; Lorne Pearson; Denis Perry; Heinz Pflugrath; Alf Shephard and Graham Symonds. The first two named, Alf Bard and Joe Clake have passed away since that inaugural meeting.
The purpose or mandate of the S.P.F.F.P.A. is;
To harbor a continued rapport and social relationship between retired members of Surrey Fire Department.
To promote closer liaison between existing fire services and retired members.
To provide a medium whereby the good and welfare of retired persons and any problems may be freely and unofficially discussed and advice given and received.
To assist in the reduction of fire losses through promotion of fire prevention by education and deployment of individual attributes and skills.
To preserve the history of Surrey Fire Department and its members past, present and future.
The Surrey Professional Fire Fighters Pioneer Association has 41 regular members and 3 honorary members, since our beginning until July 1998, three members have died and only a few retired from Surrey Fire Department have decided not to become members.
The Latin motto of our Association is:
‘VIRTUTE ET ARMIS, OTIUM CUM DIGNITATE.”
Translated into English this is:
“BY VALOUR AND ARMS, LEISURE WITH DIGNITY.”
The meaning of this is:
By valour = the Maltese cross and the Fire Fighting profession.
Arms = fire fighting tools and equipment, shown on the logo.
Leisure with dignity = retirement
We have a newsletter titled the REKINDLE , which is a fire fighting term meaning to start burning again after the fire was thought to have been extinguished.
Our Association meets four times a year, although if necessary our constitution and by laws is structured to allow us to meet more often.
Executive members are:
President, Ken Douglas
Vice President, Rick Crowe
Secretary, Gerry Wilson
Treasurer, Al Fisher
The first president of the Surrey Professional Fire Fighters Pioneer Association was C.J. “Ted” Menun
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[] |
[
""
] | null |
[
"Rachel Engel",
"Cameron University in Lawton",
"focusing on government",
"rachel-engel"
] |
2024-04-23T13:05:19.383000+00:00
|
Understanding the difference between firefighter ranks — from probie to fire department chief
|
en
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/apple-touch-icon.png
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FireRescue1
|
https://www.firerescue1.com/fire-careers/articles/what-are-the-firefighter-ranks-hvwaU0z1FF6xkIE8/
|
The fire service was developed as a paramilitary organization, which means that its ranks and chain of command were taken from the military.
In order to get promoted, firefighters are required to serve a certain amount of time at each level of the department. They must also take written exams and interview with their superior officers before advancing to the next firefighter rank.
Here is an outline of the firefighter ranks in order:
Probationary firefighter
Firefighter
Driver engineer
Lieutenant
Captain
Battalion chief
Assistant chief
Fire chief
Organizational divisions in the fire department
A fire department is separated into several parts according to their function.
An engine or truck company consists of a major vehicle and its firefighting or EMS personnel. Companies are led by a lieutenant or captain.
A unit within the fire department may be dedicated to special tasks such as EMS or special rescue from dangerous environments. Personnel with these units receive additional training for their particular specialty.
A battalion is composed of several fire stations and the companies that are assigned to them.
Here’s a general outline of the rankings for metropolitan departments:
Probationary firefighter
Probationary firefighters (“probies”) are fire recruits who have just been hired by the fire department as an “at will,” entry-level employee. They are the lowest-ranking members of the fire service.
As a probationary firefighter, candidates undergo training and evaluation for the first six to twelve months of their employment to make sure that their character and skills meet the high standards of the fire service.
Upon completion of the probationary period, probies are sworn in as full-time members of the department.
Firefighter
Any one member of the department can be called a “firefighter,” but it’s also a rank of its own.
Firefighters are responsible for the hands-on actions of fire suppression and search and rescue. There are usually one to two firefighters in each company.
The firefighter may drive the apparatus in the absence of the driver engineer.
Firefighter salaries change depending on where you work, but start from about $30,000 to $50,000 for many moderate-to-large metropolitan areas.
Irving (Texas) Fire Department firefighters start at $54,744 per year and receive pay raises at regular intervals. A firefighter may finish their career making a salary of $83,136 per year without a promotion. This is comparable to other departments in the Dallas/Ft-Worth area.
Driver engineer (DE), or fire equipment operator (FEO)
The driver engineer is responsible for driving the apparatus.
They are also responsible for maintaining and operating the fire pump and aerial ladder.
This is a very technical position that comes with a lot of responsibility. A driver engineer must make frequent checks on the vehicle to make sure it remains in working order. All equipment must be cleaned and maintained after every call, and at the very least reviewed each morning before the shift.
The driver engineer is expected to be the fire company’s resident expert on the fire apparatus, and must know the vehicle forward and backward. This is especially important at the scene of an emergency, when a driver engineer may be required to address a problem with the pump or other crucial piece of equipment.
In the absence of the lieutenant, the driver engineer may work as “acting lieutenant.” This is the first time in a firefighter’s career where they will step up to an officer’s position, so driver engineers must possess some management and leadership qualities.
The driver engineer may also be known as “chauffeur”, “apparatus operator (AO),” “fire equipment operator” (FEO) and other terms.
Since the position requires a lot of responsibility, firefighters receive a huge pay bump when they advance to driver engineer. In the city of Irving, Texas, firefighters start out making $54,744 per year, but receive a salary of $85,860 when promoted to equipment operator.
Lieutenant
The lieutenant is responsible for the emergency response of a specific company, including the management of resources and personnel.
When they’re not at the scene of an emergency, a lieutenant may be responsible for supervising daily operations at a fire company and spearheading firefighter training. Firefighter training may include learning new EMS skills, or even how to create maps of local buildings and landmarks to use in the event of a fire.
Because of their important role in directing firefighters, lieutenants must possess knowledge of scene operations and try to be more educated than their subordinates.
In the absence of the captain, the lieutenant may assume the role of “acting captain.”
FDNY starts its lieutenant salaries at $94,300 per year, with a possibility of making up to $125,848 when considering overtime and holiday pay.
Captain
The captain is usually the highest-ranking officer at the scene of an emergency and will direct operations as needed. The captain may also speak on behalf of the company to the media or public.
At the station, the captain oversees the day-to-day operations and training of the fire company. They receive reports from any lieutenants working at the station, and must make administrative decisions for the good of the team. Because of their increased responsibilities, fire captains must possess an exceptional level of management ability.
A captain may also be in charge of a special function such as training or EMS. They might also speak for their company to the media or public.
The base salary of a fire captain in the FDNY is listed at $130,437.
After promoting to captain, firefighters may be selected for a fire chief position.
Fire chiefs are the highest ranking officers in the fire service, and usually assume command at the scene of an emergency. They may arrive to the scene in separate vehicles, commonly a kind of marked SUV, which can serve as a mobile incident command post.
Battalion chief
The battalion chief is usually the highest-ranking officer on duty. They are also tasked with creating work schedules and managing personnel for the fire stations under their command.
Before each shift ends and the next one starts, the battalion chief must make sure that there are enough people on duty. The BCs are responsible for scheduling each role in the fire department, including managing vacation time and sick days for dozens of firefighters.
Vacations and specific assignments for specialized personnel must be factored into the scheduling. This means that sometimes, firefighters may be moved between stations and creatively staffed.
There are usually about three rotating chiefs per department to make sure that the position can be staffed 24 hours a day.
A battalion chief for Seattle’s King County Fire Department starts at $134,376.
Assistant chief
Assistant fire chiefs manage and control the activities of personnel assigned to the operations division. The operations division is responsible for fire suppression and disaster relief. Depending on the department, operations may also include EMS.
Assistant chiefs are also responsible for creating programs to maintain and improve the fire service. They assist the fire chief by preparing budgets and planning the expansion of the fire service.
The highest-paid assistant fire chief in San Francisco made $321,073 in 2019.
Fire chief
The fire chief is the highest-ranking officer in the fire department.
He or she is directly responsible for the efficient operation of the fire department and has control of all of its personnel and activities.
The fire chief has a say in various department functions such as:
Fire safety education
Fire protection
EMS
Disaster preparedness
Department administration
The fire chief may also provide technical assistance to the city manager or mayor, and represents the interests of the fire service when it comes to planning fire coverage.
While all firefighters start as probies, they have the opportunity to work their way up the ranks to fire chief.
As firefighters advance their careers, they likely to assume more responsibility in managerial or administrative roles. It becomes their duty to train and assist the next generation of hands-on firefighters, and to promote the interests of the fire service in their area of coverage.
|
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| 28
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http://www.paulding.gov/70/Fire-Rescue
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en
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Fire & Rescue
|
http://www.paulding.gov/images/favicon.ico
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http://www.paulding.gov/images/favicon.ico
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en
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Founded in 1980, the department provides fire protection, suppression, rescue, and emergency services and employs nearly 200 paid professional personnel. In 2023 the department responded to 18,593 total 911 calls for fire and emergency service (more detail can be found HERE).
Our personnel believe in the pursuit of excellence and demonstrating the very highest professional standards. Providing world-class Fire and EMS service to our community is our top goal.
Mission Statement
The Fire Department's mission is to:
Provide response for the suppression of fires
Provide emergency medical response for assistance in life-threatening medical emergencies
Provide emergency services to reduce injuries or death in disasters (natural or man-made)
Provide inspections, investigations, and code enforcement related to fire service
Promote fire prevention
Training & Development
Paulding County Fire & Rescue supports continuous training and encourages professional development.
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3740
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0
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https://www.nfpa.org/codes-and-standards/nfpa-1001-standard-development/1001
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en
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NFPA 1001 Standard Development
|
https://www.nfpa.org/favicon.ico
|
https://www.nfpa.org/favicon.ico
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[] |
[] |
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[
""
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[] | null |
Stay informed and participate in the standards development process for NFPA 1001
|
en
|
https://www.nfpa.org/favicon.ico
|
https://www.nfpa.org/codes-and-standards/nfpa-1001-standard-development/1001
| ||||
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https://www.history.com/topics/early-20th-century-us/triangle-shirtwaist-fire
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en
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Triangle Shirtwaist Factory Fire ‑ Date, Significance, Cause
|
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[
""
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[
"Christian Zapata",
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] |
2009-12-02T17:13:41+00:00
|
The Triangle Shirtwaist Company Fire, which killed 146 New Yorkers in 1911, stemmed from poor working conditions and led to changes in safety laws.
|
en
|
HISTORY
|
https://www.history.com/topics/early-20th-century-us/triangle-shirtwaist-fire
|
Working Conditions in The Triangle Shirtwaist Factory
The Triangle factory, owned by Max Blanck and Isaac Harris, was located in the top three floors of the Asch Building, on the corner of Greene Street and Washington Place, in Manhattan. It was a true sweatshop, employing young immigrant women who worked in a cramped space at lines of sewing machines. Nearly all the workers were teenaged girls who did not speak English and worked 12 hours a day, every day. In 1911, there were four elevators with access to the factory floors, but only one was fully operational and the workers had to file down a long, narrow corridor in order to reach it. There were two stairways down to the street, but one was locked from the outside to prevent stealing and the other only opened inward. The fire escape was so narrow that it would have taken hours for all the workers to use it, even in the best of circumstances.
The danger of fire in factories like the Triangle Shirtwaist was well-known, but high levels of corruption in both the garment industry and city government generally ensured that no useful precautions were taken to prevent fires. Blanck and Harris already had a suspicious history of factory fires. The Triangle factory was twice scorched in 1902, while their Diamond Waist Company factory burned twice, in 1907 and in 1910. It seems that Blanck and Harris deliberately torched their workplaces before business hours in order to collect on the large fire-insurance policies they purchased, a not uncommon practice in the early 20th century. While this was not the cause of the 1911 fire, it contributed to the tragedy, as Blanck and Harris refused to install sprinkler systems and take other safety measures in case they needed to burn down their shops again.
Added to this delinquency were Blanck and Harris’ notorious anti-worker policies. Their employees were paid a mere $15 a week, despite working 12 hours a day, every day. When the International Ladies Garment Workers Union led a strike in 1909 demanding higher pay and shorter and more predictable hours, Blanck and Harris’ company was one of the few manufacturers who resisted, hiring police as thugs to imprison the striking women, and paying off politicians to look the other way.
What Started The Triangle Shirtwaist Factory Fire?
On March 25, a Saturday afternoon, there were 600 workers at the factory when a fire began in a rag bin. The manager attempted to use the fire hose to extinguish it, but was unsuccessful, as the hose was rotted and its valve was rusted shut. As the fire grew, panic ensued. The young workers tried to exit the building by the elevator but it could hold only 12 people and the operator was able to make just four trips back and forth before it broke down amid the heat and flames. In a desperate attempt to escape the fire, the girls left behind waiting for the elevator plunged down the shaft to their deaths. The girls who fled via the stairwells also met awful demises–when they found a locked door at the bottom of the stairs, many were burned alive.
Those workers who were on floors above the fire, including the owners, escaped to the roof and then to adjoining buildings. As firefighters arrived, they witnessed a horrible scene. The girls who did not make it to the stairwells or the elevator were trapped by the fire inside the factory and began to jump from the windows to escape it. The bodies of the jumpers fell on the fire hoses, making it difficult to begin fighting the fire. Also, the firefighters ladders reached only seven floors high and the fire was on the eighth floor. In one case, a life net was unfurled to catch jumpers, but three girls jumped at the same time, ripping the net. The nets turned out to be mostly ineffectual.
Within 18 minutes, it was all over. A total of 146 people were killed by the fire due to severe burns, smoke inhalation, falls from great heights and injuries sustained during the incident.
Importance of the Triangle Shirtwaist Factory Fire
The fire helped unite organized labor and reform-minded politicians like progressive New York Governor Alfred E. Smith and Senator Robert F. Wagner, one of the legislative architects of President Franklin D. Roosevelt’s New Deal agenda. Frances Perkins, who served on a committee that helped to set up the Factory Investigating Commission in New York in the wake of the fire, would later become Roosevelt’s Secretary of Labor. The workers union set up a march on April 5 on New York’s Fifth Avenue to protest the conditions that had led to the fire. It was attended by 80,000 people.
Despite a good deal of evidence that the owners and management had been horribly negligent in the fire, a grand jury failed to indict them on manslaughter charges. To settle lawsuits against them, they eventually paid $75 in compensation to each victim’s family—a fraction of the $400 per death that they were paid by their insurer.
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https://bloomington.in.gov/departments/fire
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City of Bloomington, Indiana
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The Bloomington Fire Department (BFD) was established as a paid department in 1900 and currently serves the community with 117 employees, located at 5 stations, responding to over 6000 emergencies per year. BFD provides fire suppression, technical rescue, and emergency medical response capabilities to City residents and visitors, Indiana University, and surrounding communities through aid agreements.
BFD is the largest and only fully paid fire service provider in Monroe County and as such has earned an Insurance Services Office (ISO) rating of 1/1X, placing the department in the top .5% of rated departments in the U.S. and the top .2% of rated departments in Indiana.
Mission
The City of Bloomington Fire Department is committed to providing honorable, professional, and safe responses to all emergency and non-emergency calls of the community that we serve. We are dedicated to minimizing the loss of life and property through the advancement of public safety with excellent fire prevention, risk reduction education, investigation, code enforcement, fire suppression, emergency medical service, and rescue.
Vision
The City of Bloomington Fire Department pledges to meet all national standards in a sustainable manner in order to be a leader in Monroe County and exceed our Citizen’s expectations.
Administrative Division
The Administrative Division is actively involved in acquisition and management of the necessary tools to safeguard the safety and property of the City of Bloomington and surrounding communities. Headed by Fire Chief Roger Kerr, the Division is committed to serving the employees of the Department and the public through the areas of Human Resources, Finance, and Procurement.
Fire Chief: Roger Kerr firechief@bloomington.in.gov
Deputy Chief: Max Litwin deputyfirechief@bloomington.in.gov
Assistant Chief of Administration: Tania Daffron assistantfirechief@bloomington.in.gov
Assistant Chief of Operations: Jason Zeeks assistantfirechiefops@bloomington.in.gov
Fire Logistics Officer: Joe Radanovich logistics@bloomington.in.gov
Office Manager: Edie Henderson fireadmin1@bloomington.in.gov
Part-time Administrative Assistant: Natalie Blais fireadmin2@bloomington.in.gov
Operations Division
Perhaps the most visible component of our department, the Operations Division consists of 102 full-time sworn firefighters who operate on three shifts. Each shift work 24 hours and has a 48 hour break between shifts. Our three shifts ensure the Citizens and Visitors within the City of Bloomington receive quality emergency response services. Each shift is lead by a Battalion Chief who supervises six Captains (one per large apparatus). Those Captains supervise a full-time Chauffeur (Driver/Operator), and three firefighters. Our department is the only one in the region to maintain a minimum staffing standard of four personnel per large apparatus. What this means is that every BFD fire apparatus will arrive with no less than four full-time sworn firefighters.
Our Goal: Provide excellent around-the-clock emergency response services to the community consistent with national response and safety standards, including fire suppression, technical rescue, and emergency medical services (EMS), in order to save lives, protect property, and minimize impact on the environment.
A-Shift (Gold) Battalion Chief: Skyler Pittman fireopsbca@bloomington.in.gov
B-Shift (Black) Battalion Chief: Scott McKnight fireopsbcb@bloomington.in.gov
C-Shift (Red) Battalion Chief: Stephen Weaver fireopsbcc@bloomington.in.gov
Prevention Division (Community Risk Reduction)
This critical component of public safety is the most proactive portion of the department and seeks to limit losses to life or property through Engineering Controls, Education, and Enforcement. We provide comprehensive plan review services in conjunction with the Monroe County Building Department and City Planning Department to ensure all developments are safe from fire and life safety hazards. In addition, we complete compliance inspections of commercial and industrial properties, food trucks, and the many restaurants within the City. These inspections find and correct hazards to help prevent fires before they occur. One final aspect to prevention is public education. Our Fire Prevention Officer serves as the primary external instructor for Indiana University, our schools, businesses, and citizens who want to learn about risk reduction.
Our Goal: Educate the community about fire prevention and safety in order to reduce the number of preventable accidents/fires. Conduct classes, seminars, and demonstrations for schools, business and industry. Perform inspections of all commercial buildings and provide comprehensive plan reviews / final inspections for new and upgraded structures.
Fire Marshal: Tim Clapp firemarshal@bloomington.in.gov
Deputy Fire Marshal: Jeff Yutmeyer deputyfiremarshal1@bloomington.in.gov
Deputy Fire Marshal: Chuck Cohenour deputyfiremarshal2@bloomington.in.gov
Community Engagement Officer: Tom Figolah fireprevention@bloomington.in.gov
Training Division
Headed by Battalion Chief of Training, the Training Division consists of a staff of nine shift instructors dedicated to providing the best training available for fire service professionals. In 2016, BFD ensured they met all of the training requirements outlined by the Insurance Service Office (ISO) which equates to 420 hours of training per person annually. Since establishing this goal, the department averages over 40,000 hours of training per year. Every sworn member of the department maintains emergency medical certification, with all but eight employees having a minimum of Emergency Medical Technician (EMT). This added responsibility requires a minimum of 24 hours per person annually.
Beyond annual refresher training our department is recognized by the Veteran's Administration as a certified training center and approved on the job training provider which allows Veterans to use their education benefits to receive training. We also provide a large assortment of State certification courses. Every new firefighter undergoes a recruit academy to ensure they start their careers as fully certified firefighters to include EMT.
As a professional department we maintain a career progression plan with time in service, time in grade, certification, experience, and testing criteria for those who wish to promote. We focus on competency over certifications and education but as a well-rounded program we understand that it takes all of the components to ensure the safety of our citizens and firefighters.
Our Goal: Increase firefighter safety by providing a recurring, coordinated, consistent and comprehensive training program for all members that meets or exceeds NFPA, OSHA, or other guiding entity standards, in order to improve service delivery methodology, reduce firefighter injuries, and ensure the safety of the community.
Battalion Chief of Training: Travis Drescher firetraining@bloomington.in.gov
Captain of Training: Kenny Hinkle firetraining@bloomington.in.gov
MIH Program
The MIH team is comprised of Community EMTs who strive to improve quality of life for the residents of our city by connecting them with care and resources that they need when they need it.
Wherever you may call home, the MIH team works to bridge the gaps in healthcare and services to help you, as a resident of Bloomington, recover, age in place, and/or improve quality of life.
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https://rockland-ma.gov/170/Fire
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Rockland Town, MA
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https://rockland-ma.gov/images/favicon.ico
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The Rockland Fire-Rescue Department proudly protects 18,000 plus people living in an area of 10 square miles.
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The Rockland Fire-Rescue Department proudly protects 18,000 plus people living in an area of 10 square miles. We operate out of 1 station that protects a primarily residential area. Our department is a public department whose members are on a paid status. The Rockland Fire-Rescue Department is committed to providing the best fire suppression and emergency medical services to its community.
Open Brush Burning
A Burn Permit costs $20 per year. Fee payment must be paid by check or money order only and checks made payable to the Town of Rockland. No cash!
Details
The "burn" season runs from January 15 through May 1. You must call the fire department (business line) between 10 am and 1 pm on the day you wish to burn brush outside. The fire department will decide whether the weather conditions are conducive to burning and activate your burn permit.
The time allowed for burning brush runs from 10 am to 4 pm daily, the fire must be started in an area greater than 75 feet from a residence, a garden hose must be present and ready for use, and an adult must provide constant supervision at the burn site.
Do not burn piles of leaves or ever attempt to start a fire with an accelerant like gasoline or other flammable liquid.
Check back often or call the station for up-to-date information regarding the open brush burning season.
Fire Department Services
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https://www.legeros.com/history/ebf/national.shtml
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History of Black Firefighters
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legeros.com > History > Black Fire History > Early Black Firefighters of North Carolina > History of Black Firefighters
This is an archived version of a web site that is no longer available, which was researched and created by the late Chuck Milligan and Rev. Ron Ballew. This version has been slightly reformatted to improve readability.
THE HERITAGE OF THE PAST IS THE SEED THAT BRINGS FORTH
Inscribed on the National Archives building, Washington, D.C.
History of Black Firefighters
Unknown Black Firefighter 1855-1856, Courtesy J. Paul Getty Museum, Los Angeles, CA
Researchers
Chuck Milligan
2116 Courtside Lane Apt.206
Charlotte NC 28270
704-847-9314 fireriter@aol.com and Rev. Ron Ballew
4225 N. 92nd St.
Milwaukee WS 53222
414-463-2662
IN THE BEGINNING
This is an effort to pay tribute to the many volunteer and paid firefighters of color. Not in recent years but in the nineteenth century and early twentieth century. This time period is chosen because there is little written about these men and in most instances they are forgotten. You are free to use this material in any constructive way. There should be no charge for the use of this material or any profit made from the use of it. For the most part it was freely given and should be passed along the same way. If you have material to add, or changes that should be made, please contact me at fireriter@aol.com .
NORTH CAROLINA
See Early Black Firefighters of North Carolina .
A portion of this page is included in the book "Firefighters".
Contents
Athens Nashville Black Women New Bedford Cambridge New Orleans Camden Newark Charleston Omaha Cleveland Philadelphia Columbia Richmond Columbus San Antonio Danville Savannah Denver, St Paul,Indianapolis, Hartford, Chicago Smokestack Hardy La Fayette Topeka Los Angeles Wichita & Hutchinson
NEW ORLEANS, LOUISIANA
In history there is no clear beginning or end. The earliest evidence available puts us in New Orleans, Louisiana in the year 1817 in the month of July. New Orleans had just experienced a devastating fire, fingers were being pointed as to why there had been such a great loss. Action was taken by the governing body to officially organize its people to avoid another conflagration. Fire Commissioners were appointed to take charge at any fire and to conscript any and all bystanders and assign them to service. This included draymen and their equipment as well as individuals both free and slave.
If this did take place consider these as the first black firefighters. This is not to imply that this is the first time a black person ever engaged in firefighting. This is the first discovered document that indicates government sanctioned black firefighters.
In about 1821 volunteer firefighters were being solicited including permission for free men of color to organize fire companies. All of this is very disconnected and vague and does not show these companies being organized.
In 1833 four companies are mentioned, Volunteer No.1, Mississippi No.2, Lafayette No.3 and Washington No.4. This time new equipment had been purchased and placed in use by the Lafayette and Washington companies. The problem was Lafayette and Washington was made up of "two squads of negroes, with a colored man named Johnson at their head." It appears that the other two companies felt they should have received the new equipment and were jealous of the black companies. The white firefighters put on a demonstration in opposition to this action and prevailed. Washington No 4 was reorganized and named Neptune.
There are conflicting opinions as to how long the black firefighters were active. Some feel they were not in existence long enough to ever answer an alarm, however the book this information is based on states that , Washington No.4, "have been in existence prior to July 1834. In that month it participated in the Lafayette obsequies, (Lafayette fire company) and it was also one of the two companies (No. 3 being the other) that were put by the City authorities into the hands of negro's, thus bringing about the remonstrances and successful opposition on the part of the older companies, which finally brought the companies together under one general association for mutual purposes, out of which grew the Firemen's Charitable Association. "Reference to "Lafayette obsequies" gives even more credence to the fact that these two companies were a viable part of the fire department. The definition for obsequy is: a funeral or burial rite. This would lead you to believe that they had buried one of their own.
Source: History of the Fire Department of New Orleans edited by Thomas O'Connor, Chief Engineer, 1895
Restored Hose Reel displayed in Oklahoma City Fire Museum
top
PHILADELPHIA, PENNSYLVANIA
In 1818 a group calling themselves the African Fire Association met to complete plans for forming a fire and hose company. A meeting was held and officers of the organization elected one of them being Derrick Johnson president and the other Joseph Allen secretary. A committee for soliciting subscriptions was appointed. Some of the circulars that they were using to promote their organization fell into the hands of white firemen.
This brought about a conference of the white fire companies the meeting held at a place called Stells Tavern. About twenty-five companies were represented. A resolution was passed reading: "The formation of fire-engine and hose companies by persons of color will be productive of serious injury to the peace and safety of citizens in time of fire, and it is earnestly recommended to the citizens of Philadelphia to give them no support, aid, or encouragement in the formation of their companies, as there are as many, if not more, companies already existing than are necessary at fires or are properly supported" The committee was appointed at this meeting to see to it that authorities did not allow them to open fire plugs. Another meeting was held on the 13th of July, with even more companies attending. Here the committee reported that they had contacted the watering committee on Councils and that they said they were required to grant a license to any fire association applying for the use of the plugs to fight fire.
Before things could get out of hand some of the "persons of color" had a meeting at the home of George Jones. James Forten chaired the meeting and Russell Parrott was secretary. They had heard how upset the white firemen were and wanting to avert trouble passed the following resolution.
"A few young men of color had contemplated the establishment of a fire or hose association, and, although the same may have emanated from a pure and laudable desire to be of effective service in assisting to arrest the progress of the destructive element, we cannot but thus publicly enter our protest against the proposed measure, which we conceive would be hostile to the happiness of people of color, and which as soon as known to us, we made every effort to repress. Should it be carried what effect we cannot but consider that it will be accompanied with unhappy consequences to us. Therefore we sincerely hope that supporters of the contemplated institution, and such as might wish to be concerned, will relinquish all ideas of the same" The African Fire Association met again on July ,19th and decided the whole idea should be abandoned. A resolution was passed that amounted to an apology to the whole community for having upset anyone as that was not their intention.
There are a number of race riots recorded in Philadelphia in the first half of the nineteenth century and this may have been the reason for the quick change of mind. On May 18, 1838 an orphanage for colored children was burned. It should be noted however that not all of the white fire companies were in open opposition.
Joseph A. Marshall, a retired lieutenant of Engine 11 documented some of the history of the early black firefighters of Philadelphia. The book is tilted Leather Lungs" and is written in 1974. The book focuses on black fire fighters but also highlights one individual who was nicknamed Leather Lungs. This term has been used in the old days to describe men who seemed to be able to breath the smoke with out having to come out for air. These men had their own secret for being able to withstand the punishment of heat and smoke. One trick was to place your nose as close to the hose stream as possible there was a small quantity of fresh air around the stream.
In his book Marshall tells of the first paid black firefighters. The department went to full paid December 29, 1870. He does not say if there were black volunteers prior to that. On April 13, 1886, Isaac Jacobs was appointed and assigned to engine 11. He stayed just over four years. Less than a year later Stephen Presco was appointed and was killed while on duty on March 7, 1907. Others followed and left their own mark on the history of the department.
LAFAYETTE
It may be well to note at this time that the Marquise de LaFayette at the young age of 19 he had come from France to the Colonies, in 1777 to assist in the efforts to free them from the British. LaFayette became a dear friend of George Washington during the following years of combat. He had given a plan to Washington for freeing the slaves and on returning to France formed the Society of The Friends of the Blacks. His goal was equal rights for all people. He returned to American in 1825 and drew large crowds as he toured the new United States of America. One person that greeted him on his return was James LaFayette.
James LaFayette had been born in slavery in 1748 in Kent County, Virginia. When LaFayette came to America to help in the war effort James ask his master for permission to join with the Marquis. They became fast friends as James infiltrated the enemy camp acting as a servant in the headquarters of both Benedict Arnold and Lord Cornwallis. Cornwallis was so impressed with James that he sent him to spy on LaFayette. At the surrender of Cornwallis he discovered James in the headquarters of LaFayette in the uniform of an American. The information he was able to gather as a spy was invaluable to LaFayette. At the close of the war the General wrote a certificate praising his work in the war effort. James forwarded his certificate to the Virginia Legislature asking for his freedom. His freedom was granted and he took the name of LaFayette as his last name.
The French General had endeared himself to all who heard about his exploits during the Revolutionary War. His efforts to claim freedom for blacks no doubt was the talk of the black community.
[ image missing ] [ image missing ]
The photo at left is from Charleston, West Virginia meeting of fire fighters about 1880-1900.
The center photo is a young firefighter from a collection of Hank Bergson while the one on the right is from a collection of Mike Novak.
SAVANNAH, GEORGIA
By Stanley Levine
In 1824 the first real improvement in the fire service took place. An act was passed by the General Assembly by which the City of Savannah was invested with the power to appoint twenty-one firemen. This was the first regularly organized fire department in the city. All of the engine houses, engines, ladders, buckets, hose and other implements were turned over to the Savannah Fire Company. This body elected their own chief fireman, first fireman and second fireman, subject to the approval of Council. No salaries were paid, and all vacancies by death, resignation or otherwise were filled by Council upon recommendation of the fire company. The Savannah Fire Company made their own by-laws and rules, and had the right to expel any of its members for violation of company rules, or city ordinances. They were authorize to employ a clerk at a salary of $8.00 per month. The work at fires was performed by "free men of color, free negroes and hired slaves." The City Scavenger "on the breaking out of fire", was required to "order his carts at different places where the public buckets, fire hooks, ladders and other implements for the extinguishment of fires are kept, and to assist in carrying the same to the fire or to such place or places as may be directed by the firemen."
Robert Campbell was chosen the first fire chief, and four new hand engines. reels and the necessary quantity of hose was purchased.
The ordinance of March 11th, 1825, provided that the City Marshal "immediately take an account of the colored and negro firemen between the ages of sixteen and sixty and make a return of the same to the Chief Fireman." Each enrolled free man of color was required to furnish himself with a cap or hat" on which shall be put the initials F.C., to be worn when ever he is on duty. " If any enrolled free man of color or free negro failed to answer an alarm they were subject to a fine in a sum not exceeding ten dollars, or be imprisoned in the common jail for a period not less than five nor more than fifteen days. Free men of color and free negroes enrolled as firemen were exempt from poll tax. Once a month the free men and slaves were ordered out "for the purpose of playing off the engines and drilling in the use of them, cleaning and keeping in good condition the ropes, buckets, hose, ladders engines;" and any failure to attend these drills subjected the offending party to a fine not exceeding ten dollars or imprisonment not exceeding fifteen days. Any member of Savannah Fire Company was authorized to order any citizen to "assist in the filling of the engine with water during a fire and otherwise render assistance;" and should any citizen refuse to obey such orders any member of the fire company was authorized to arrest him, bring him before the Mayor or any Aldermen present, who was authorized to send him to the guard house until the next day, and on conviction he would be liable to a fine not exceeding thirty dollars; and the Clerk of Council " Shall, when directed by Council., publish his name in the public gazette of the city at least once."
The City Marshal and the constables were required to assemble at all fires with their staves of office and report to the Mayor, Chairman or any Alderman present.
The ordinance required the Mayor and Alderman to assemble at each fire to enforce the ordinances. It was a violation of the law for any one to ride in or through any street, lane or square in which the inhabitants were assembled for the purpose of extinguishing fire, except the commandant of the militia and his staff, and then only when it became necessary for him to communicate with the Chief Fireman.
"To prevent, as much as may be, the great confusion which may arise from too many men armed at the time of the fire, the Mayor was directed to request the commandant of the militia to fix the number of men necessary to be under arms by a routine, once in every three months."
In March, 1825, an ordinance was enacted requiring any fireman of the fire company who shall contemplate an absence from the city for a period longer that one month to furnish a substitute satisfactory to the Chief Fireman.
During the same year a special tax was levied by ordinance, requiring the payment of ten cents on every hundred dollars on the value of improved real estate for the purchase of engines, hose, ladders, etc.
In August a wooden engine house was built in Liberty Square.
In 1825-27 the fire department had regular parades and inspections on the last Saturday in each month. Twenty slaves were allowed to each company, and each slave was paid fifty cents for every parade.
At this period any person sounding a fire alarm "by ringing of bells or the beating of drums" received a reward of such an amount as was agreed upon from time to time by the fire company. This was abolished in March of 1836. The Savannah Fire Company was divided up, and one or more of its members were assigned to the management of the negro firemen of the different engines; these members were known as "Masters of Engines," and were authorize to have administered "prompt and immediate correction" whenever a slave "disobeyed or otherwise offended." Each slave fireman was provided with a badge, which entitled him to the "immunities and privileges of a fireman."
In 1826 an engine house was built in Franklin Square. On May 25th, 1826 "it appearing to Council that the number of free persons of color returned to the fire company by the City Marshal are not sufficient towards a complete reorganization of the fire department of the city," an ordinance was enacted providing for the enrollment of a greater number of negro slaves and the payment of twelve and one-half cents per hour while engaged in drills or at fires. The first slave firemen who arrived at the engine house on an alarm of fire received one dollar and the second and third received the sum of fifty cents each, and upon the failure of such slave to answer an alarm he forfeited one hours pay for every fifteen minutes he was late, and when such fines exceeded the value of his badge he was deprived of the same and lost the privileges enjoyed by its possession. In July. 1826, Council enacted an ordinance providing for the distribution of rewards, amounting to thirty dollars for each fire, to be distributed by the Chief Fireman, or in his absence the Directing Fireman, "for the encouragement of free persons of color, free negroes and hired slaves, who may be active in carrying engines, etc. to extinguish fires." So far as can be ascertained, the department at this time consisted of seven hand engines, with the necessary hose and other implements. The department was operated in what might be called a successful manner, and the fire loss was held down to a degree reasonable with the facilities at the command of the Savannah Fire Company.
The report of Chief Fireman Parker on January 11th, 1827 showed the city then had "two suction engines, one suction and discharging engine, 1,200 feet of ladders, one Philadelphia built engine, one Boston built engine and one hose cart, all in superior order and efficiently officered and manned." There was also a Boston built engine in good order and a quantity of useless machinery. The effective labor required, he stated, was about 300 men. The current expenses were placed at $1,200. Every alarm for fire cost $25.00. Six useless engines were sold for $570.00.
In 1828 the department consisted of four New York built suction and discharging engines; two London built suction and discharging engines; two Boston built engines, one hose cart, 1,740 feet new hose, 700 feet of old hose, 178 slaves, 96, free negroes, 274 buckets, 15 fire hooks, 44 ladders, 22 axes and a white company of seventeen men.
Early in the "30s" the frame engine houses began to disappear and substantial brick buildings took their place. Some of the new houses wee two stories high, the upper floor being used for meetings and gatherings of the members of the company. In 1834 an engine was bought at a cost of $700.00 and a brick house was erected in the northern part of Oglethorpe Ward for the same.
In 1845 the young men of the city began to take an interest in the fire department and on February 19th, 1846, Council approved an application from a number of young men for a charter as the Oglethorpe Fire Company of Savannah. The number of members was limited to fifty. They were to supply their own apparatus within a year, were to work in themselves, were to enjoy the same privileges as the Savannah Fire Company and be under the Chief Fireman.
In 1847 the Washington Fire Company was organized and in the latter part of the following year the Young America Fire Company sprung into existence. This latter company was made up of the rough element of the community and gave the officers and members of the Savannah Fire Company great trouble and annoyance. At almost every fire the Young Americas engaged in a fight with someone and on a number of occasions they drove the faithful slaves away from their posts of duty.
In May of 1850 the Savannah Fire Company adopted resolutions to allow colored firemen to wear uniforms. The Oglethorpes and Washington's protested against this resolution as degrading to the white firemen and the Council directed the Mayor not to permit it, later, however, Council reconsidered this action and left it to the Savannah Fire Company to do as it wished.
The Savannah Newspaper had this to say in its May 28th ,1853 issue:
"Yesterday the Savannah Fire Company paraded. It was reviewed by His Honor the Mayor and the Chairman of the Fire and Water Committee of Council.
It is a subject for extreme gratification to our citizens, to witness so imposing a display of real stamina and solid worth, as this parade afforded. Some four hundred stout fellows, the pick of the colored population, devoted to the protection of the city from the ravages of the devouring element.
Their engines, lanterns, torches, etc., were gaily and most tastefully arrayed in fresh flowers and ribbons, and the men themselves, all uniformed according to the dress adopted by their respective companies.
The line consisted of seven engines, two suctions, one general hose-cart, one bucket company, and one hook and ladder and axe company.
After being reviewed by the Mayor, they were dismissed and returned to their respective quarters."
June, 1853, more trouble between the Savannah Fire Company and the Oglethorpe Fire Company over the latter's mistreatment of negro firemen at fires. The Councils Committee on Fire reported at the close of the year there was utter disorganization of the department. Early in 1854 more trouble occurred. The Council had given Oglethorpe Fire Company control of its engine and authorized it to appoint its firemen subject to the approval of the Mayor and Aldermen, instead of the Savannah Fire Company. The Savannah Fire Company claimed that the Oglethorpe Fire Company was beyond control of the Chief Fireman and proper service could not be secured from them. After much discussion the Savannah Fire company resigned in a body, publishing their resignation in the local paper before sending it to Council. The resignations were accepted November 9th and a new company was promptly appointed.
The dispute between Savannah Fire Company and Young America Company finally came to an end and the latter was disband.
These two men are Savannah Firefighters of this period. Courtesy: Special Collections Department, Robert W. Woodruff Library Emory University.
1856 found Savannah protected by, Oglethorpe No 1, 35 members (white) Washington No 9, 52 members (white), Germania No. 10, 48 members (white), Axe, Hook and Ladder, 2 white officers and 50 free men of color, Engine One, two white managers and 80 slaves, Engine Two, 2 white officers and 79 slaves, Hose One, one white manager and 21 slaves, Hose Two, one white manager and 25 free men of color. Engine Three, two white officers and 60 slaves, Engine Four, two white officers and 65 free men of color, Engine Eight , two white officers and 78 slaves, Engine Eleven, two white officers and 78 slaves.
1860 White companies were Oglethorpe, Washington, Geranium and Mechanic Hook and Ladder. Colored Companies. Warren Hand engine, Pulaski Hand engine, Franklin Hand engine, Neptune Hand engine, Tomo-Chi-Chi Hand engine, Niagara Hand engine, Wild Car Hand engine, Columbia hose, Hose #2 and Axe Co #1.
Note: A large number of people was required for each "engine" and Hook and Ladder, as these were all hand drawn wagons and upon reaching the fire the pumps were manned by manual labor. One advantage the black man had over the white was that they had learned from years of heavy labor to combine their energy with rhythmic chants or songs and no doubt the firemen sang or chanted as they manned the hand pumps much as the stevedores when loading ships and the gandy dancers while driving rail spikes.
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CHARLESTON, SOUTH CAROLINA
In a book titled The Fireman: David D. Dana gives information about a number of fire departments in 1858. On page 229 he had this to say about Charleston:
"There are in the department ten engines manned by whites, and ten manned by negroes, who have white presidents, who are responsible for the apparatus under their charge. The individual members receive no pay, but the engine which puts the first stream upon the fire receives a premium of twenty-five dollars; and all of the white companies receive sixteen dollars per hour while working at fires.---------The companies are not limited in regard to the number of men for each company."
This information as well as other information on this site was kindly furnished by Tom Scott.
MOBILE, ALABAMA
Dana does not say that Mobile had black firefighters however the Ordinance establishing the fire department in Section 8 describes the manor of electing officers states that "the qualified voters and white firemen of the several companies" elect the officers. Had there been no black firefighters it is not likely this wording would have been needed.
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THE FIRST BLACK FIRE CHIEF IN THE UNITED STATES
CAMBRIDGE MASSACHUSETTS
Patrick H. Raymond was born in 1831 and was appointed to the fire department in the early 1850's, assigned to "Hydrant Engine Co. No. 4." He was appointed Chief Engineer (Chief of Department) of the Cambridge Fire Department on 5 Jan 1871. He was pensioned on 17 April 1879 and died on 28 July 1894.
Chief Raymond is believed to be the first Black Fire Chief in the United States. Chief Raymond was also a member of the National Association of Fire Engineers (predecessor to the International Association of Fire Engineers and the International Association of Fire Chiefs) and held the office of Recording Secretary in that organization from 1873 to 1877. Engine Company #5 in Inman Square (1384 Cambridge St.) was organized on 30 Nov 1874 and was named "Patrick H. Raymond Steam Engine Company #5." in honor of Chief Raymond. The company is still in service today in a newer (1914) firehouse at the same location.
The photo was scanned from the Centennial History Book of the International Association of Fire Engineers, published in 1973. The historical information was written by retired Cambridge Chief of Department William J. Cremins and comes from the same book and also the records of Capt. Steve Persson of the Cambridge Fire Department.
This information comes from John Gelinas, Deputy Fire Chief, Cambridge Fire Department, 12-22-99
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AND THEN THE WAR
RICHMOND, VIRGINIA
1858 was the beginning of a paid department in Richmond. After a long discussion, the City Council, in the fall of that year permitted the hiring of 10 slaves for each company. The requirements were that they be of good character. These men were to man the hand pumps then in use. The beginning of the end of hand drawn equipment meant that it would take less manpower to get the equipment to the fire and now the horses began to appear on the scene. Even as the Confederate Capital could almost smell the smoke of Yankee guns it had to protect its self from fire. A new steam engine in late 1863 required a skilled hand on the reins of the horses. Most southern young men had gone to war and someone was needed now. The City Council Fire Committee on January 5, 1864 authorized the hiring of two black firefighters. One was hired as a hostler while the other was to tend the stream engine and stoke the fire.
History of Blacks in Richmond Fire and Emergency Services
In 1858, a paid fire department was organized in Richmond, Virginia. It consisted of six commanders, six foreman and 90 firefighters. This Fire Brigade was placed under the supervision of a City Council Committee. On October 25, 1858 City Council authorized each company to use 10 slaves "of good character" to man the pumps. During this time a movement to replace hand-pumped engines with steamers gathered force. On January 5, 1864, the Council Fire Committee authorized the Fire Brigade to select one Negro man to act as hostler (a person who takes care of horses) and one Negro man to serve as a fireman (a person who fires and lubricates steam locomotives) for a steamer fire engine. It was May 5, 1950, when a local paper announced that the city personnel department would soon set in motion operations for the recruitment of Richmond's and the State of Virginia "first ten Negro firefighters." On July 1, 1950, the department hired its first "Negro" firefighters to form the first black unit in the city. The plan called for the men to work under white officers until they could qualify for promotion. Ten men were selected from 500 applicants. They were as follows: Charles L. Belle, William E. Brown, Douglas P. Evans, Harvey S. Hicks II, Warren W. Kersey, Bernard C. Lewis, Farrar Lucas, Arthur L. Page, Arthur St. C. John, and Linwood M. Wooldridge. Arthur C. St. John was called to return to the military in 1950 and Frederick J. Robinson was hired. When Farrar Lucas resigned in 1951 Oscar L. Blake was hired. The black firefighters would man Engine Company 9 at Fifth and Duval streets "in the heart of a Negro residential and business district."
The qualifications for Negro firefighters were the same as for the white firefighters. However, white recruits would go immediately to the fire stations for company assignments and into regularly scheduled training classes, whereas a special training program was required for the Negro firefighters. The black firefighters were going into a single company house as a unit and under the leadership the "Drill Master" had to be completely trained in every detail before they could function as such. The black firefighters were trained for two months, twice the required time for white firefighters. Part of the reason the training was so long was the department erected separate sleeping quarters and bathrooms to house the four white officers and two white engineers. Black firefighters got most of the assignments to fight the constant dump fires and had to wash and clean the hoses for their own companies after a fire and sometimes for some of the white units at the scene. They were required to wash all the equipment after every run (while white companies washed equipment near the end of the shift). This meant that if they had six calls during a shift, they washed all the equipment six times. They were also required weekly to wash down the walls of the fire station from top to bottom, a task that white companies were not required to do. Black firefighters had to wear full dress uniforms (hat, coat, tie, dress shirt and pants) if they wanted to sit outside of the fire station. Therefore, if a fire call came and they were outside, they had to answer the call in dress uniforms. Other companies were not required to do this.
The men of Engine Co. 9 were often given the chores nobody else wanted. Members were called to City property when grass needed to be cut, buildings needed to be painted, or hornets' nests needed to be removed. They also drove the service truck from station to station collecting damaged equipment and delivering laundry and supplies. They could not go into three of the city's fire stations, (6, 13, & 19). Instead they would go around to the back of the stations and knock on the window and white firemen would bring their laundry to the driver. One of the white captains said "They are good firefighters under proper leadership and they are doing well learning to drive the equipment". "On one or two occasions, he said that nervousness and over-eagerness hindered them". Despite feeling as though they were being treated like second-class citizens, they made up their minds that they would be the best firefighters the City had. They were the first group to be trained as a company; they could go into a fire and put it out scientifically. Although being college graduates or having some college, the black firefighters of Engine Co. 9 were better educated and better trained than most of the City firefighters. But they were not afforded the same opportunities as their white counterparts.
Normally, it took three years to qualify for an engineering position (driver/pump). However, when some of the members of Engine Co. 9 became qualified for the job, the position was mysteriously eliminated. Firefighters at Engine Co. 9 always scored in the top 10 in examination scores, however, because of segregation they were not allowed to supervise white firefighters. Therefore, unless there was a vacancy in Engine Co. 9 there were no promotion opportunities for black firefighters. Black firefighters were placed on promotion lists until the lists expired. Harvey S. Hicks was promoted to Lieutenant in 1955 and was assigned to E-9 and promoted to Captain in 1961 and assigned to E-9. Linwood M. Wooldridge was promoted to Lieutenant in 1956 and assigned to E-9. Oscar L. Blake was promoted to Lieutenant in 1959 and also assigned to E-9. Arthur L. Page was promoted to Lieutenant in 1961 to replace Lt. Harvey S. Hicks and was also assigned to E-9. Charles L. Belle was promoted to Lieutenant in 1967 and was assigned to E-9. Charles L. Belle passed the Lieutenant's examination in 1956 but had to take the test 10 more times before he was promoted to the rank of Lieutenant in December, 1967.
The black firefighters remained segregated at Engine Company 9 until 1963. A tragedy struck in 1963 that caused the department to take another look at segregation. On June 14, 1963 Captain Harvey S. Hicks, Douglas P. Evans and Calvin Wade attempted to rescue a self-employed contractor from a 23-feet deep pit. When the three failed to return, Herman Brown went down to see what had happened and saw that all four men had passed out. Feeling weak himself, Brown climbed back up the ladder. Lt. Oscar Blake went down next. Having just enough strength to pull off his mask, Lt. Blake climbed back up the ladder. By that time other firefighters had arrived. Using air packs they brought Wade up, administered oxygen and he regained consciousness. All Wade could remember was Captain Hicks was giving artificial respiration to the contractor. Captain Harvey S. Hicks, Firefighter Douglas P. Evans and the contractor were pronounced deceased on arrival at St. Phillip's Hospital. Captain Harvey S. Hicks, the department's highest-ranking black officer and firefighter Douglas P. Evans suffocated in this rescue attempt of a contractor who was also a good friend of the firefighters. Since all the black firefighters were stationed together it was possible that a major catastrophe could possibly wipe out the company.
After 13 years some type of action was taken to integrate six of the department's 28 companies with the departments' 13 black firefighters. Two black firefighters were assigned to each of the six fire companies and one assumed a fire communications position. On July 6, 1963 Bernard C. Lewis and Charles L. Belle Jr. were assigned to Engine Co. 5. William W. Kersey and Herman O. Brown were assigned to Engine Co. 17. Roscoe W. Friend and Frederick J. Robinson were assigned to Engine Co. 12. Robert L. Myers and Calvin Wade were assigned to Engine Co. 11. Ralph Hutchins was assigned to Truck Co. 4. After a temporary assignment working out of the Chief's office, another first for Blacks, Arthur C. St. John was assigned to the fire communications center in Monroe Park, which also was another first assignment for blacks. Lt. Oscar L. Blake and Lt. Arthur L. Page remained at Engine Co. 9 under a white captain and over the white firefighters transferred to Engine Co 9. The black firefighters had consistently demonstrated competency and commitment to the department while battling subtle discrimination. Fire station No. 9 was built in 1902 and demolished in 1968. On Saturday, July 1, 2000 the Southwest Corner of 5th and Duval Street became a historical highway landmark.
Outside of Richmond many black firefighters nationwide began to demand equal rights also. On October 3, 1970 the International Association of Black Professional Firefighters (Keep The Fire Burning For Justice) was founded. Black Brothers Combined joined the International Association of Black Professional Firefighters later. In 1974, under the combined efforts of Theodore Fuller, Roscoe Friend, Norville Marshall, James Duke Stewart III, Everette Jasper, Alvin Mosby and others, Black Brothers Combined Professional Firefighters of Richmond, Virginia Inc. was formed. James "Duke" Stewart, Jr. was Black Brothers Combined (BBC) mentor. The group was formed to ensure equality within the fire department. They established as their motto, "To Obtain the Unattained." At its inception the bureau had only one black Lieutenant, Charles L. Belle, one black Captain, Arthur L. Page and approximately 78 black firefighters . On July 17, 1974, BBC initiated a class action job discrimination lawsuit. The lawsuit charged racial discrimination in hiring assignments, transfers and promotions. In March, 1977, a federal judge issued a preliminary injunction barring further permanent promotions in the fire bureau until the lawsuit was decided. A judge ruled against the black firefighters and a federal judge upheld the decision in December, 1978, one month after the arrival of the bureau's first black chief, Ronald C. Lewis.
The hiring of the former Philadelphia Battalion Chief was historic for another reason. He was the first top man who did not rise through the ranks of the Richmond Fire Bureau. Under Chief Lewis' command a 60-hour workweek dropped to 56 hours, modern equipment replaced old apparatus and firefighters received new uniforms. Chief Lewis headed a department of 510 employees and protected 62.5 square miles. Also under his leadership, a highly skilled river rescue team was developed, a Hazardous Materials Unit was created and the Fire Information Management System, which computerized all information in the department, was installed. Even though the discrimination lawsuit was dismissed by the court system, the City of Richmond made significant changes in the hiring and promotion process within the Bureau of Fire. On December 26, 1979, Captain Arthur L. Page was promoted to Deputy Battalion Chief. He was the first Black to rise through the ranks from firefighter to Deputy Battalion Chief where he worked until his retirement. On Sunday, February 10, 2002 during Black History Month, Deputy Battalion Chief Arthur L. Page was honor at his church by family, friends and co- workers for his accomplishments throughout his fire department career and life. A portrait of Chief Arthur L. Page, was commission by James "Duke" Stewart, III and unveiled by Arthur C. St. John and Fredrick J. Robinson.
On November 3, 1979 history was made again in the Richmond Fire department, Barbara J. Hicks-Spring the first female and first black female firefighter was hired. On July 11, 1988 Tina Watkins was hire as the second female and second black female firefighter. She was promoted to Lieutenant on September 20, 1997. With this appointment, Lt. Watkins was the only female officer and the first female in Fire Prevention. Tina Watkins was appointed to Captain on May 3, 2003. Deputy Battalion Chief Page and others like him led the way for Division Chief John E. Tunstall, Division Chief Larry Tunstall, Division Chief Alvin Mosby, Battalion Chief Norville Marshall, and Battalion Chief Everette Jasper and others to rise to the top ranks within Fire and Emergency Services department today. They began their careers in the Richmond Fire Department as firefighters and through the years they worked their way up through the ranks with hard work, determination and dedication to be promoted. John E. Tunstall has risen through the ranks from firefighter to Fire Marshall Chief. He became a firefighter August 17, 1970. During his years in the department, John was promoted to Lieutenant in February 1976, Captain in January 1979, Deputy Battalion Chief on March 17, 1984, Battalion Chief in 1986 and Division Chief in 1987. John was the first to serve as Fire Marshall Chief, one of the top four positions in the department before moving on to the City of Hopewell, Virginia. John is currently the Chief of Hopewell fire department, the first African American to hold this position, making history again.
Larry R. Tunstall, a 34-year veteran, was the first to serve as Chief of Operations/Administration, another of the top four positions of Richmond Fire and Emergency Services. He was hired as a firefighter on September 29, 1969. Larry was promoted to Lieutenant in February 1976, to Captain in May of 1979, Deputy Battalion Chief in 1984, to Battalion Chief in 1987, to Division Chief on June 10, 1998, and Fire Marshall Chief on August 26, 2002. On September 12, 2003 Larry was appointed Chief/Director of Fire and Emergency Services. Larry R. Tunstall is the first African American to come through the ranks to the top position. Alvin W. Mosby Sr., a 35-year veteran, has risen through the ranks from firefighter to become Chief of Operations/Administration. He was hired as a firefighter on November 20, 1968, promoted to Fire Inspector on April 26, 1976, Lieutenant on November 2, 1979, Captain on September 17, 1983, Battalion Chief on October 3, 1987 and on August 26, 2002 was promoted to Division Chief of Operations/Administration. This is another of the top four positions of Richmond Fire and Emergency Services.
Joseph Jenkins Jr., a 33-year veteran is currently serving as Commander of Training Academy was hired on April 6, 1970 as a firefighter and later promoted to Lieutenant on June 25, 1983 and to Captain on October 7, 1989. This is another of the top four positions of Richmond Fire and Emergency Services. Don J. Horton, a 23-year veteran is currently serving as Acting Fire Marshall Chief as of August 2001. Horton was hired on April 31, 1980, promoted to Lieutenant on October 3, 1987, Captain on April 21, 1990 and Deputy Fire Marshall on May 5, 2001 and currently appointed to Battalion Chief on April 1, 2003. Making this the fourth top position held by African Americans.
Over the years Richmond has seen many changes, with the name change from the Richmond Fire Department to Richmond Fire and Emergency Services. On November 1, 2000, Black Brothers Combined Professional Firefighters Inc. (BBC) changed its name to Brothers and Sisters Combined Professional Firefighters, Inc. (B&SCPFF). on May 3, 2003 there were 14 African Americans promoted to the rank of Lieutenant and 4 promoted to the rank of Captain. This was the first time in the history of Richmond Fire and Emergency Services that this many promotions of African Americans were made simultaneously. Our brothers who started us out have stayed together and have now formed a retired firefighters group called Engine Company # 9 and Associates, thus showing us that we must continue to stand together within as well as after retirement. Although we have African Americans in the four top positions of Richmond Fire and Emergency Services, as the journey continues, we must not stray from our goal "To Obtain the Unattained". With Unity and Strength, the goal of "To Obtain the Unattained" can be reached.
Hand drawn Chemical Cart: Oklahoma City Fire Museum
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NEW BEDFORD, MASSACHUSETTS
Charles W. Borden
The City of New Bedford is located on the south coast of Massachusetts, about 50 miles south of Boston. The area was first settled in 1652 and was originally part of Dartmouth. The original settlers were Quakers and Baptists who fled Plymouth Massachusetts because of religious persecution at the hands of Puritans.
In the mid 1700s Bedford Village, as it was then known, was a small whaling village on the west bank of the Acushnet River. As the demand for whale oil grew, so did the whaling fleet which sailed out of New Bedford. By 1823 New Bedford was the largest whaling port in the United States. The population of New Bedford has always been diverse. The early settlers, the Quakers and Baptists, sought freedom of thought and action. They were very open to people of other religions and nationalities. In the late 1700s free Africans began coming to New Bedford as seamen on whaling ships. Many of them became harpooners. Although there were some slaves in the early and mid 1700s, the moral and religious feelings of the town were strongly against such practices. In 1785, not a slave was held in the town and in 1783 taxpaying blacks had the right to vote. Before and during the Civil War, New Bedford was an active station for the underground railroad. Through the port of New Bedford, hundreds of slaves were led to freedom. The Quakers were concerned for all people. They were against violence, and in New Bedford all blacks were safe, protected by whites and blacks alike. Frederick Douglas, the great writer, politician, orator and abolitionist, was received in New Bedford in 1837 as a runaway slave. He worked for many years on the docks and left in 1841. He influenced an entire nation and helped to put an end to slavery.
The New Bedford Fire Department was organized in Jan.30, 1834. At this time it was an honor to be a fireman and many politicians and businessmen were members. The Department consisted of six pumpers, which were operated by hand and one ladder truck. In April, 1842, members of the department were paid $10.00 a year for their services. After a major fire destroyed the center of the city in 1860, the department began to change from the obsolete hand pumpers to the new steam engines.
Charles W. Borden was born a free man in Westport, Massachusetts. As a young man he moved to New Bedford and lived at 30 Bedford St., near fire station no.4. He was the first African American Firefighter on the New Bedford Fire Department. He joined the Fire Department on Nov.9, 1868, and was assigned to Steam Engine Co.No.4, the "Cornelius Howland." stationed at Bedford and Sixth St. in the south central part of the city. He was a paid member of the department and was assigned the duties of hose reel driver. Apart from the fire department, he worked as a hostler. After 15 years of service, he left the department in 1883.
Thomas J. Marginson, New Bedford Fire Dept.
Special thanks to Larry Roy, Curator, New Bedford Fire Museum" for his expertise and Chris Anderson at Reale Image Specialty Design for the photo enhancement.
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SAN ANTONIO, TEXAS
By Shirley F. Lerner
Civilian firefighting in San Antonio was brought to a near halt during the Civil War. Most of the volunteers from its two fire companies entered into military service and went away to do battle. Firefighting in San Antonio was left to the Confederate soldiers who were stationed in the city, to slaves, and to a handful of remaining volunteers. At war's end, the Milam Company No.1 and Alamo Company No.2 were nearly decimated. Only 10% of the Milam's 82 charter members survived the War. Records of Company No.2 do not indicate numbers lost to battle, but it is safe to assume that they also suffered numerous casualties.
When hostilities ceased, a reorganization of the two companies was obviously necessary. Within a few years, civic minded individuals replenished the ranks and the two groups once again functioned at full force. The repopulated organizations then set out to re-equip their personnel. San Antonio was in a financial bind during Reconstruction and could not afford significant modern machinery for its firefighters. Consequently, William A. Menger, chief of Company No. 2, gave the city its first steam pumper on June 12, 1868. He purchased it for $4000.00 from a company in New York, paid for its shipment, and had it hauled to San Antonio from the Port of Galveston. The Milam Company on the other hand did not acquire a steam pumper until 1875. This purchase, augmented by Mayor French, was paid for with City funds. The seven year hiatus between the time Co. No.2 acquired a steamer and Co. No.1 had none must have caused some heated incidents between the rivals. The enhanced firefighting advantage produced by Menger's engine made his company more efficient than the Milam. Although there are no documented scuffles between the two organizations, it is safe to assume that some jealousy must have occurred as a result of the disparity.
On January 29, 1869, the San Antonio Turn Verein, an athletic club, organized an additional fire company. On May 30, 1871, the Turner Hook and Ladder Company was chartered. Until a paid fire department was established, this company served the community well.
Interestingly at the Civil War's end and one year prior to the re-organization of the two original fire companies, two new groups of volunteers, Companies No.3 and No.4. were formed. They were comprised of black men who were either freedmen or were former slaves of the Confederate soldiers serving in San Antonio. Very little is known about Company No. 4 except for the fact that it began in 1866, it never applied for a charter, and disbanded, quietly, in 1881. A little more is known about Company No.3 because it was lauded for helping Alamo Co. No.2 during the "Alamo Fire" in 1874. San Antonio Directories list the names of the officers of the two companies. A further check of the personnel indicates that these volunteers were employed as messengers, wagon drivers, or common laborers. Only one man, Jasper Thompson, held a more distinguished professional position. He was the proprietor of the barber shop in the Menger Hotel . With perhaps some guidance from William Menger, Thompson founded Company No.3 and served as its foreman. In their book, The San Antonio Fire Department- 1854-1976, Frank and Genie Myer mention that the local Freedman's Bureau had a hand in establishing the black fire companies. No documents can be found, however, to substantiate the claim.
The saga of the "colored" volunteer fire companies is a significant addition to the history of Reconstruction and it's aftermath in San Antonio. Since volunteer fire companies enjoyed considerable prestige and political influence, it is likely that local blacks were attempting to acquire these goals by organizing fire companies. Little is known about these groups because the general population in the city resented and ignored them. At the time of their inception, the two original fire companies were struggling to re-organize. Some felt the newly established black brigades were a detriment to the re-building of the Milam and Alamo Companies. Nevertheless, the two black volunteer organizations remained long after Reconstruction's end. In 1873, seven years after its founding, a charter was granted Fire Company No.3 during Mayor Giraud's administration. This action is significant because it shows that the white community had accepted some black progress. Perhaps a few of the councilmen had formed political ties with the black community. From then on, however, City Council records and newspaper articles make little mention of Fire Company No. 3.
The idea that there were political ties between the black volunteers and some white leaders is furthered by the fact that companies No. 3 and No. 4 selected two prominent whites to represent them when City Council elected a fire chief in 1878. J.H. Kampmann, a well known businessman and alderman, was chosen by Co. No.3 and Edward Braden, a government contractor and future chief of Co. No.1, was selected by Co. No.4. It is true that negative attitude toward blacks disallowed their rightful self-representation in the election, but obvious political ties with important urban leaders permitted some recognition by the white community.
During the two decades of the black fire companies' existence, the City Council did not provide funds for them. At their request, the white volunteers were continually granted monies for equipment and maintenance. City records indicate that Companies No.3 and No.4 did not ask for funds until 1886 when Company No.3 requested assistance. Perhaps the city had prohibited them to file such petitions in the past. Whether or not their equipment was up to par, or whether or not they accepted private funds are unanswered questions.
After Co. No.3 requested money from City Council on December 6, 1886, the Fire Committee suggested that the company no longer "warrants continuance" and moved to disband it. Apparently, as soon as the blacks threatened to become a financial burden, their public service no longer had any value. By 1888, Fire Company No.3 was but a memory of the Reconstruction Era.
Hand drawn Hook and Ladder Wagon : Oklahoma City Fire Museum
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COLUMBIA, SOUTH CAROLINA
by Darrick Hart
The involvement of African-Americans in Columbias fire services can be traced back to the 1840s. During the "volunteer days" as they were called, African-Americans worked for predominantly white fire companies and founded their own predominantly black fire companies. African-Americans who worked for white volunteer fire companies were hired as drivers. In the " volunteer days" the fire engines were horse drawn, and he men who drove them had to be able to handle a team of horses at very high speed. This was a difficult task, but African-Americans proved that they could handle the job. Their ability to handle horse-drawn fire engines made them popular throughout white and black communities.
In addition to driving the fire engines, African-Americans cared for the horses, cleaned the stables, and stoked the boilers of the steam pumpers. These were not glamorous jobs, but African-Americans performed them diligently. Despite having to perform these menial tasks, the African-Americans were still considered an important part of the volunteer fire company.
One of the things that helped bolster the popularity of African-American drivers during the "volunteer days" was their performance in the firemens tournaments. During the "volunteer days" fire departments from all around the state would come together to compete in firemens tournaments and to participate in parades. The tournaments helped the firemen keep their skills sharp. It also helped them stay busy when there were no fires to fight. Most of the tournaments consisted of a three day program of foot races, reel contests, and fire engine races. Many people attended the events, during the 1880s firemen were more popular than baseball players.
Although African-Americans competed in predominantly white tournaments, no black companies were allowed to compete against white companies. The tournaments that black fire companies held were just as successful as the tournaments held by their white counterparts. Thousands of spectators came out to see them compete. The stands were filled with black and white spectators who cheered the great skills of the firemen. It was not an unfamiliar sight to see white and black faces in the crowd of an African-American competition. The tournaments provided a rare opportunity for black and white people to come together, free from the racial tensions of the time.
In the 1870s, the city had two black companies, the Vigilant Fire Company and the Enterprise Fire Company. In the 1850s, the Vigilant Fire Company had been a city sponsored unit with white officers and black firemen; eventually it became an all black fire company. The city had three predominantly white fire companies, the Phoenix Hook and Ladder Company, the Palmetto Fire Company and the Independent Fire Company. The Phoenix Hook and Ladder Fire Company was an all white fire company and no black men were allowed to join. Any black male could join the remaining companies. Slaves were also allowed to join these companies if they had permission from their masters.
The black fire companies served the city for more than thirty years. Black fire companies fought side by side with white fire companies. The black and white firemen got along well and they often shared in the liquor when a jug was passed around at a conflagration.
There was a good deal of cooperation between some of the white fire companies and the black fire companies. For example, during the late 1860s the city was ravished by a series of fires. As a result, the white and black fire companies suffered damage to their fire equipment. At the time, the city was responsible for supplying the fire companies with fire equipment. Each fire company petitioned for more fire hose. After petitioning the city and getting no response, the Vigilant Fire Company, The Enterprise Fire Company and Independent Fire Company joined forces and wrote a joint petition to the mayor. The show of cooperation between the fire companies illustrated the camaraderie among firemen, despite their race.
During the "volunteer days" there were two major incidents that affected the relationship between black firemen and the community. The first incident took place in 1880. In the Fall of that year a parade was supposed to be held for the opening of the State Fair. The parade committee asked the white and black fire companies to participate in the parade. Rumors, however, spread that this was a trap designed to massacre African-Americans, as a result only thirty-three black firemen from the Vigilant Fire Company participated in the parade and no firemen from the Enterprise Fire Company participated. Fortunately no one was harmed and the parade was a success, but the incident planted seeds of distrust in the hearts of African-American firemen.
The biggest event that affected the relationship between African-American firemen and the city took place in 1892. On December 21, the Vigilant Fire Company and the Enterprise Fire Company rushed to the scene of a fire. As always, they performed above and beyond the call of duty. once the fire was extinguished, two of the African-American firemen entered the building to investigate the fire. Shortly after they had entered the building they were ordered to leave by a white police officer. They refused and were immediately arrested by the officer. the next morning they were fined ten dollars by the Mayors Court and released. On of the men arrested was John L. Simons. Simmons was president of the Vigilant Fire Company and a board member of the citys fire masters. The fire masters were an executive board established by the city. They investigated fires and established fire codes. The board was composed of both white and black firemen, who worked for the local volunteer fire companies.
Simons believed that he had been treated unjustly. He argued that as a member the Board of Fire Masters he had the right to enter any building during the performance of his duties. In protest, he called an emergency meeting of the Vigilant Fire Company and the Enterprise Fire Company. At the meeting they agreed to relinquish their allegiance to the city of Columbia. In a letter published in The State, they wrote:
"Where as the action of the police Wednesday and the decision of the Mayors Court this morning indicated that the people of Columbia do not appreciate our efforts. Therefore, be it resolved that we the colored firemen, of the Vigilant and Enterprise Companies, do hereby withdraw or allegiance to the fire department of Columbia, S.C."
The Vigilant Fire Company and Enterprise Company never worked for the city again, despite this fact, African-Americans continued to drive fire engines for white fire companies.
In 1903 the city ended its contract with the volunteer fire departments and organized the first paid fire department. The new fire department was composed of the old volunteer fire companies. The paid fire department was divided into three companies. The Columbia number Three, The Independent Number One and the Phoenix Hook and Ladder Company.
Columbias paid fire department opened on February 1, 1903, under the direction of Chief William J. May When May became chief, he and many others requested that the city retain the services of the African-American drivers. The drivers were an important part of the fire department and their performance was critical to the success of the new department. The experience that the African-American drivers had could not be replaced. This made them the best men for the job. The African-Americans were hired and remained employed by the city until 1921, when all hose-drawn apparatus were discontinued.
Courtesy of Columbia SC fire museum
To commemorate the opening of the paid fire department a photo was taken of the Independent Number One. Present in the photo was Chief May, the Mayor and all the members.
[ Image missing ]
Photo courtesy of Columbia SC Fire Museum
Other cities used slaves in their fire departments some of them will be listed further on.
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NEWARK, NEW JERSEY
Post card from the collection of Arthur P." Smokestack" Hardy Inscription:
Museum of the Newark Fire Department Historical Association
"Minehaha" Engine Company No1
Unknown artist's idea of Newark's first steam pumper, 1871. Driver Wm. Camfield, Engineer Isaac Haulenbeckon back step. Gig with Chief Engineer Ellis Carhuff and Aide Lorenzo Trent.
Lorenso Trent shown on the far side of the chief engineer riding the other horse. A note by Arthur P. Hardy that when Carhuff made chief he took Trent as his Driver.
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SMOKESTACK HARDY
No history of Black Firefighters would be complete with out mention of one black man with a passion for black fire history. His story begins in Baltimore, Maryland almost 100 years ago. He was witness to the destruction of the Great Fire of Baltimore of 1903. He died December 3rd, 1995. His name was Arthur P. Hardy but he soon became Smokestack Hardy being named after the old smoking steam engines.
Smokestack lived his whole life dedicated to collecting historical information about black firefighters. He attempted to do with a manual typewriter and the US Postal Service what others are doing with computers and the internet. His collection grew each day as he corresponded with firefighters all over the world. He admonished all who desired to obtain information or collectable items to not belittle any response to your plea. Be diligent in replying to all correspondence. His contribution is invaluable.
If ever you are able to visit a museum with his stuff in it dont pass it up. He was on top of every event in the fire service. He depended on his fire correspondents to Ring In keeping him posted. When he answered the letter he would always make reference to your ring of (m-d-y). His reputation did not skip notice of the media of the day. Ebony Magazine wrote him up on two occasions and local media did some feature atricles. Photos of his living quarters proved his ability to collect anything fire related. Reporters had a hard time finding a place to sit. He would collect anything related to fire.
Being an auxiliary firefighter with engine 13 of Baltimore and holding the title of Fire Photographer was the high point in his life. He held cards from fire departments far and wide allowing him to pass through the fire lines. He was Americas #1 black fire buff.
A private museum operated in the home of Guy Cephus displays a part of the collection of Smokestack Hardy. You should contact Guy Cephus at 410-462-3553 or write to 203 North Carey St. 1st floor, Baltimore MD. 21223. Guy will be happy to open up for you but you need to contact him first to be sure his is in.
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OMAHA, NEBRASKA
Given by Larry M. Scalise
In January of 1885, five black men were hired in the Omaha Fire Department to form Hose company #12. A few years later they moved to another station and designated hose company #11. Some of the early members of the Omaha black fire company were Capt. Joseph H. Henderson, Captain Scott Irving, Lieutenant Frank Johnson, Lieutenant E.W. Watts, Driver John Taylor, Pipmen Woodson Porter and Lewis Selby they remained segregated for sixty two years. They served the Department well even though for all these years they were isolated. The first change came in 1940 when one of the members was moved to the Bureau of Fire Prevention and Inspection. By the 50s the number had grown enough to man two companies. In a photo taken in 1954 black firefighters were identified as Frank Stearns, Walter Agee, Cappell Curtis, Eli McClinton, Paul Orduna and auxiliary firefighter Dick Greer. Integration of the department came in 1957.
Photos copied from The History of the Omaha Fire Department
The migration of former slaves to Omaha was in a large part due to employment offered in the meat packing industry. Transportation up river from Mississippi and Louisiana was easy to come by work was exchanged for a ride on the river boats that plied the river.
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NASHVILLE, TENNESSEE
Given by Dot and Bill Ketchum
"The first All-Negro fire-fighting Company was organized in Nashville on January 15, 1885. This All-Negro Unit was identified as Engine Company Number Four, and it was located on Woodland Street in East Nashville. C. C. Gowdy was the Captain of this company. His personnel was comprised of the following men: Aaron Cockrill, Lieutenant; Henry Driver, Engineer; James Trimble, Fireman; James Watkins, Pipeman; John Calhoun, Pipeman; Mose Hopkins, Pipeman; and John Harris, Pipeman.
"A third-class AHRENS Fire Engine was the equipment of Company Number Four: "The William Stock" was its name. Two horses names "Mark" and "Judge" pulled the engine. The hose cart was a four-wheeler. Two horses, "Buck" and "Morgan", pulled the hose cart. The hose cart reel carried 1,350 feet of two and one half inch hose.
"When Mechanized fire-fighting came into existence, Company Number Four was mechanized on March 24, 1920. The mechanization of Company Four marked the final company in Nashville to reach this stage. Company Number Four received a Pumper that had previously been used by Engine Company Number Ten.
"On January 2, 1892, when Weakley Warren Furniture Store was destroyed by fire, Captain C. C. Gowdy, Harvey Ewing, and Stanley Allen, members of Engine Company Four, were killed. The north wall of the furniture store feel onto the Phillips and Buttorff Company where they were standing directing a stream of water on the fire.
"On February 20, 1923, Company Four moved to 12th Avenue, North and Jefferson Street ("Goat Hill"), to replace Engine Company Eleven, which had been operating in the "R. O. Tucker" Hall. With the move from East Nashville to North Nashville, Company Four became Company Eleven. With the remodeling of the Company Eleven Hall in 1930, the name of the Fire Hall changed from the "R. O. Tucker" to the Reuben B. Richardson" Fire Hall.
"Ben Christian, a member of Engine Company Eleven, while rolling hose on 12th Avenue, North between Jo Johnston and Gay, was struck by a hit and run driver of a truck on January 17, 1939. He died January 31, 1939."
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DANVILLE, ILLINOIS
Information by Chris Clapp and Rev. Ron Ballew
What began in 1858 as an all volunteer fire department , with the usual buckets and ladders with cisterns for a water supply expanded to a paid fire department in the late 1800s. Unlike a number of cities Danville had an all black fire company early on. Number Two Station at 705 N. Walnut St. was built in 1898 and was occupied from the first day by black fire fighters. There may have been black volunteers before this time but we have no record of them.
Engine house #2 as it now stands
A white firefighter named Sterling Ford who joined the department in 1946 recorded much of the history of the department and his comments about the black firefighters sums up the feeling in the community. "They were some of the best damn firefighters this city ever had."
Some but not all of those who served : Buford, John- Chavis, John- Cunningham, James- Day, Bud- Fletcher, Bill- Gaddie, Granville- Hunter, Morris- Kenner, C.N.- McDonald, E.H.- Miller, Marshall- Morris, Dallas Dudley- Nelson, Bill- Nichols, George R.- Norton, T.J.- Nosby, Jos. H.-Outlaw, Abe- Rosell, Dewey- Stuart, W.S.- Thompson, Henry- Wilson, Jos.P.
The earliest firefighters were not native to Danville but came from other states. Dallas Dudley Morris was born in Shelby, Alabama in 1878 was employed in 1905. Joseph P. Wilson was born in Vicksburg, Mississippi in 1873, employed in 1905. John Chavis was born in Chambersburg, Indiana in 1861, employed 1905. James a Cunningham was born in 1864 in Mansfield, Tennessee employed 1906. Cunningham had served as a police office prior to being firefighter. His previous experience suited him for a leadership roll and he served as Captain for a number of years.
These men took on a special roll in the community. Children from the neighborhood knew that they were welcome at the fire station and the men took on the roll of councilor. The door was always open and a friendly face was there to greet them. A pool table, horse shoes and trapeze were available to them. A hungry child knew where to get a meal and get his face washed or get his shoe repaired. They took in the whole neighborhood when there was a need. Black children and white children felt the same welcome and even on the days when they were off duty a fishing lesson on how to catch crapie and blue gill was in order. A special bond was created between the children and the firemen and a wave of recognition from one of them as they sped to a fire was source of pride.
The children would sit wide eyed as the firemen talked about some of the fires they had fought. The story of one fire was told and retold and each time with the same fascination as before. February 17, 1915 a fire at the Woodbury Book Store, Will Stuart and Clarence Kenner were working the fire 54 feet up on a ladder when the wall collapsed killing two fire fighters and breaking Stuarts arm. Kenner was thrown from the ladder and landed inside of the walls. He was not seriously hurt in the fall but was unable to free himself, fellow firefighters played hose lines around him to keep the fire away but the thing that sustained him throughout the ordeal was a picture of Jesus that had fallen to lean against the wall at his feet. That picture was the inspiration that made him know that he would survive.
[ Image missing ]
In the early years politics played a big part in who got a job and who kept a job. There was no resentment in being segregated when the department was formed for they all knew that if an opening came at number two for a job it would go to a black man. With politics what it was no one would get the job that they didnt want.
The firemen of number two took pride in their station and its equipment. Shining brass and white washing the curb. Scrubbing floors until they shined. The uniforms were just as important. They were accomplished cooks and the meals they prepared were shared with many of the neighborhood children.
The district they served included the mercantile area and they responded to most of the major fires. It also included residence of both poor and rich. When a fire occurred in the more affluent neighborhoods they wanted the men from number two to respond as they had much confidence in their ability.
Integration came to the department in 1963 and the station that had been a neighborhood focal point was closed when a new station was built to replace it. The station was replaced but the memories of those who served and those who were served has not gone away. The full impact on the lives of the young children both black and white that saw the men that worked here as their heroes and roll models will never be known.
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Wichita and Hutchinson, Kansas
Information from Warren Robinson
A study of American History helps us to understand how the settlement of the colonies was undertaken. The move westward began slowly but always there was a push to move farther west. The Mississippi River had slowed the westward movement until the United States Government made a decision to move the five civilized tribes to land in what is now Oklahoma. The tribes were the Choctaw, Chickasaw, Cherokee, Creek and Seminole. These tribes had developed an advanced system of government, law enforcement and education of their people. The move began in 1820 with the last tribe being moved in 1842. Many of the Indians were slave owners and as such took their slaves with them. This is how a number of early black residents made the move.
During the war between the states large numbers of the dislocated Indians chose to fight for the South. The Indians had been promised territory of their own. Each tribe had been assigned a large tract of land and they were designated as Nations. After the war three things occurred that encouraged the movement of blacks to the new frontier.
First when Oklahoma became a state in 1907, in retribution for the Indians alliance with the South the Federal Government chose to eliminate the Indian Nations. Each Indian was allotted a parcel of land. There was also a large area of land in Oklahoma Territory known as unassigned land. In an earlier agreement with the Cherokee Indians a strip of land across Oklahoma below the border with Kansas was given as a passage way to the hunting grounds of the west. Pressure grew for the opening to settlement of all of these lands.
Second the emancipation gave the blacks a right to vote and they were encouraged to start new businesses and to settle on land offered by the Federal Government. Fliers were distributed across the South extolling the virtues of living in the new territories. Kansas was considered the promised land. At one time the State of Oklahoma was being considered for an all black state.
The third event was the demand for beef in the east. During the War Between the States the number of Buffalo declined and the number of Longhorn Cattle increased. The Longhorn had become wild and all that was needed to claim these cattle was to catch them and brand them then deliver them to market. These cattle were captured from all over what would later be the State of Texas and driven to rail heads for shipment to the east. One such location for the shipment of cattle was Abilene, Kansas. The drovers that herded these cattle had a long and dangerous trip to make. The Indians, Jayhawkers and natural events such as storms and floods claimed the lives of many a young cowboy. Most of these young men were in their teens and it was not difficult to sign on with one of the cattle companies. After such a journey many decided this was not the life for them and they chose to settle in one of the towns along the way. For a newly emancipated slave this could be a quick way to see what life was like in other parts and find a job. Wichita, Kansas was an attractive little town along the route.
The end result was that 27 all black towns were established in Oklahoma and as many in Kansas. Though few of them still survive. They failed because of economics. The depression of 1929 hit hard in this area and not only black communities but white communities failed as well.
[ Image Missing ]
Richard and Sarah Robinson moved to Wichita, Kansas just prior to the 1870s with them their two sons George Walter and Samuel James, they were the only black family in Wichita at this time. It is said that when they first arrived they shared a house with 5 white men from Pennsylvania, the Robinsons having come from Pennsylvania as well. The children were able to watch the town of fourteen houses grow into a city. In mid-1870s a petition to make Wichita a town was delivered to Judge Reuben Riggs asking to incorporate. The petition had 123 signatures, one of which was Richard Robinson the only black person to sign. On the same document was the signature of only one woman. Catherine McCarty, who was to become the mother of "Billy the Kid". As the town grew and the children grew to be young men the town needed fire protection.
George Walter Robinson joined the Wichita fire department on November the 17, 1896 he was later promoted to Captain and served for 43 years. Fire Station #3 Engine and hose company was manned by an all black fire company. Some of the firefighters that served with him are Syl Anderson, William Whitted, C. A. Glover, Frank Hill and W. H. Jones. George Had a son named Gerald who also joined the Wichita Fire Department seven years after his father retired. Gerald had a son name Jess Warren Robinson who joined the Hutchinson, Kansas Fire Department seven years before his father retired and served until his retirement in 1996 as a captain. For 100 years a member of the Robinson family was in the fire service of Kansas. Warrens mother had a brother that also served in the Wichita Fire Department
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COLUMBUS, OHIO
by Rodney K. Smith and Arthur F. Rankin
Capt. P. Higginbotham, Chemical Engine Company No1
Early records of Black firefighters in the Columbus Fire Department are limited. Historical records indicate that perhaps the first Black firefighters entered the fire department some time after the Civil War. Firefighters P. Higginsbothom and J.M. Logan are believed to have been the first Black firefighters in Columbus.
By 1892, P. Higginsbotham, then the oldest firefighter in the service of the department, was Captain of Chemical Engine Company No. 1. This station was located at Oak Street and Marble Alley which was the Old 12 House. J.M. Logan was Lieutenant at the same fire station. History records indicate that this firehouse was manned by the "Colored Contingent." In 1892 two additional Black firefighters entered the fire department and were stationed at the Oak Street firehouse. These men were R.C. Smith and Jesse G. Payne.
Family records reveal that during his history years of service with the fire department Payne, never received a mark against his record. He attained the rank of Captain before he retired on January 1, 1931.
The waning years of the 1920s and early 1930s saw the end of a period in the history of blacks in the Columbus Fire Department. Almost immediately though, like a Phoenix rising from the ashes, there emerged a new group of young men selected from a Civil Service eligibility list to undergo a thirty day period of concentrated and strictly-disciplined training in fire department procedures.
Thus in the summer of 1935 a new era begun. Installed in No. 8 Fire Station on North Twentieth Street were sixteen Black firefighter assigned to Pump Co. 8 and Truck Co. 5. Of these men, A. Green, J. Costen, W. Brown, V. Green W. Huckleby and J. Jones were promoted to Lieutenant, C. Alston and C. Johnson became Captains, w. Boyer and C. Jones became Battalion Chiefs and Herman Harrison became Deputy Chief, second in command only to the Chief of the department.
After sixteen Black firefighters entered the department in 1935, the following ten year period between 1937 and 1947, saw six additional men join their brothers. In 1948, eight additional firefighters entered the fire department. This brought the total number to twenty-eight, the highest number at any one time in the history of the department.
When the next group entered the department in February of 1954, a significant change took place. Fire Station No. 8 that had been previously occupied by all black, became desegregated.
Within the next eighteen year span, between 1955 and 1973, twelve additional firefighters joined the ranks. By the fall of 1973, the number of firefighters had dwindled to eighteen. In November of that year, litigation was initiated seeking redress under Title Seven of the Civil Rights Act of 1964. In 1975, the courts ruled in favor of he plaintiffs and thereafter, the City of Columbus developed a strong affirmative action program.
In April of 1980, Columbus first female firefighter entered the recruit training class. Diana Rissell graduated from the training academy in August 1980 and was assigned to Station No. 2.
In March of 1989 the African American firefighters began holding informal meetings to discuss the trials and tribulations that they were experiencing. They formed an organization and it was incorporated with the State in November of the same year. This organization is call the Columbus African American Firefighters Association. The organization motto is "African by Nature-American by Experience."
Maurice Gates was killed in line of duty 1982.
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ATHENS, GEORGIA
WPA Life Histories
During the depression years a number of oral histories were recorded by the Works Progress Administration. Below is an excerpt of one of these interviews of a Mr. Roberts of Athens, GA.
This is part of an interview by the WPA in 1937 of one J.H. Emerick, 157 First St. Athens, Georgia. My daddy was a member of the old Volunteer fire company and as I followed him in his love for fishing and hunting, I also belonged to the Volunteer fire company . I was a member of the 'Bloomfield Hose and Reel Company No. 4. We were known as the 'dirty dozen.' There were several different companies and we had great times together, even if we were always trying to do just a little bit better than the other company . I still have a medal that was given my father by his old company , for his good service in 1873. I was one of the first ones that stayed on the fire department when it organized as a paid department in 1900.
"Back in those old days, there were two cisterns down on the main street and rain water was run into these cisterns from gutters to be used to fight fires . One of the companies had one of those old time hand pumps and it took two men to use that pump to pump the water out of the cistern into another hose that would reach the fire . There was one or two companies of Negro volunteer firemen then also and they really did some good work. I stayed on the fire department about three years after it was re-organized and then I gave it up and went on a fishing trip.
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LOS ANGELES, CALIFORNIA
Copied from the Los Angeles web site with permission of the webmaster.
Capt. Larry Schneider
HISTORY OF THE BLACK FIREMEN
October 1897 to September 1956
The Segregated Years
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The Reference Source for this section is The LAFD Centennial 1886-1986 pages 92, 146-153 by Paul Ditzel.
George W. Bright
George W. Bright, hired October 2, 1897, was the first black member of the Los Angeles Fire Department. He was appointed by the Fire Commission as a callman and assigned to Engine Co. No. 6. Less than a month later on November 1, 1897 Bright was promoted to a full-time hoseman and assigned to Engine Co. No. 3. On January 31, 1900 He was promoted to Driver Third Class and assigned to Chemical Engine Co. No. 1.
George Washington Bright was born in 1862. He was a teamster prior to being hired by the LAFD. The City Fire Department Report of 1905 shows Lt. Bright assigned to Chemical Company No. 1 and living next door at 125 Belmont Ave.
On August 1, 1902 George Bright was promoted to Lieutenant. In those days chief officers made the promotions. However, before the commission would certify his promotion, Bright, being the first colored to express desires for such advancement was required to go to the Second Baptist Church and obtain an endorsement from his Minister and congregation.
Chemical Co. No.1/Hose Company No. 4- Segregation Begins
The Department, to avoid Bright from commanding white firemen, gathered up all the colored and Mexican-American firemen and formed the city's first all-black fire company:
Chemical Co. No.1 at 137 S. Belmont (129 Loma) Drive, across the street from the present site of Belmont High School.
W. W. Glenn
1900
Prior to segregation Hoseman Glenn was assigned to Engine Company No. 4
Referred to as "The Hill", Chemical Co. No. 1 was closed in 1907 and Hose Company No. 4 went into service in the same station with the same all black crew.
At the turn of the century the demographics of Los Angeles were changing. It was decided to move the black firemen from Hose Co. 4 and its all-white area and move them to Fire Station 30, an emerging mixed-race neighborhood. In 1924 Hose Co. 4 was closed and Engine Co. 58 opened in the same building. The black firemen were transferred to Engine Co. 30.
On September 4, 1917 the City Council directed the fire commission to remove the white firemen from Fire Station 30 at 1401 S. Central Ave. and replace them with the black firemen from Hose Co. No 4.
Acting Chief Engineer O'Donnell resented the City Council's interference of internal fire department affairs and refused- only he had the authority to assign personnel. In addition, Engine 30 required an engineer and the city's Engineering Department had a policy of refusing to certify blacks. Blacks were only trained to operate chemical hose companies.
In the mid-20"s there was a sudden upsurge of men of color joining the fire service and a the need for a larger station intensified.
The battle to make Engine 30 an all-black station took seven years. Engine 30 was a popular assignment and the white firemen threatened to strike. Racial tensions mounted. Never-the-less on April 16, 1924 the white firemen were removed and the black firemen from Hose 4 were transferred in.
The fire station housed Engine 30 and Truck 11 (In those years it was the practice to number the truck companies in sequence rather than taking the number of the station. Therefore Engine Company 30 housed the 11th truck company to come into city service. In 1932 this was changed and both companies reflected the fire station number. Engine 30, Truck 30, Fire Station 30, or simply "30's".)
As more blacks joined the department Engine 30 became crowded. The firemen crowded the apparatus. The department's wrecker (heavy rescue) was assigned to Fire Station 30, simply because there was insufficient riding room for all the firemen on the engines and truck. Another station was needed.
On November 2, 1936, twelve years after the segregation of Engine 30 the white firemen were removed from Fire Station 14 and it also became all-black. Angry at being removed from their station, the whites trashed the building with garbage and fecal matter. The Battalion Chief ordered them back to clean up their mess.
Prior to 1940
Staffing levels were maintained as blacks left the job by choosing black replacements from the civil service list. As many as 400 names of eligible white candidates would be bypassed to reach a black on the list.
This procedure violated civil service regulations, but was nevertheless followed to insure perpetuation of all-black staffing levels at Fire Station 14 and 30.
Because the blacks were largely assigned to the two companies (five were in the fire prevention bureau and six assigned to supply and maintenance) the highest rank they could hope to achieve was captain. There were at that time only six black captains. White captains numbered 287. The department was satisfied with maintaining the status quo and could point to all-black companies in other large cities, notably New York, Chicago and Baltimore.
The black firemen and their community leaders had mixed feelings. Many of the older black firefighters preferred the system as it stood. Some saw it as an advantage, as an easier chance for their individual advancement. Shift-trading was informal, but even more the blacks feared the probable hostility they could encounter if transferred to a white company. Another proposal was put forward by the black community and many black firefighters: convert Engine 21 and 22 to all-black companies which would open up promotional opportunities for more captains and enable the department to form a battalion of all black companies led by black chiefs on each platoon.
A third approach was the one primarily espoused by the younger black firefighters who felt that the existing system was blocking them from promotions, even within their own stations. With all the positions in their own two companies already filled they had no place to go. They planned to make the LAFD their career and wanted immediate and total integration of the blacks at Fire Stations 14 and 30 into stations throughout the city. They found strong 14th Amendment Constitutional support for their ideas as well as the backing of the National Association for the Advancement of Colored People (NAACP) and Los Angeles' black-owned newspapers.
Chief Alderson
John H. Alderson was appointed Chief Engineer on March 7, 1940. A Rhodes Scholar nominee who studied for the ministry, Alderson introduced the "academy concept" to fire training, including the Drill Tower- a new innovation in recruit training. Promoted directly from the rank of Battalion Chief, some believed that Civil Service specifications were changed so he could qualify for the exam. Alderson personally favored segregation, however he knew that integration of the department was inevitable. The national mood of the time was that segregation was discriminatory as evidenced by a number of court decisions. The chief engineer rejected the idea of an all-black battalion- a popular idea amongst some members of the Black community. That would only perpetuate and broaden a longstanding problem and would likely result in federal court intervention. Alderson's plan was to proceed slowly, starting with integrating recruits during training at the drill tower. He believed that in less than five years most white firefighters would grow accustomed to working 24-hour platoon duty with blacks.
Slow integration was as much of an anathema to the blacks as was immediate, forced integration was to Alderson. The chief's position was that the city charter required him to make appointments, promotions and transfers "for the best interest of all the people of Los Angeles." He further pointed out that during his 13-year administration, no black had been passed over for promotion or denied appointment to the LAFD. Forced integration, said Alderson, would determinably impact the morale and efficiency of the department.
Time and time again during the next three years, Alderson would say, "The chief engineer's responsibility is not to engage in any social experimentation." The black firefighters did not, of course, perceive of integration as a social experiment, but their constitutional right. As tempers flared on both sides of the issue, 90 percent of the department's white members began a campaign, including fund-raising, to support Alderson in the event the matter reached the courts.
By 1954 there were 2500 whites and 74 blacks on the LAFD. Census figures showed blacks accounted for 10 percent of the city's population, but only 3 percent of the department's members.
Norris Paulson
In July 1953, Norris Paulson, a relatively unknown United States congressman defeats Bowron's bid for reelection.
Neither Bowron nor Poulson were friends of integration, Poulson had, in fact voted against fair employment practices legislation.
Chief Alderson had remained officially neutral during the election but Poulson resented his close ties to Bowron and sought a way to oust him. The integration issue provided Poulson with a ploy to force Alderson's resignation.
NAACP
Poulson was in office barely a month when a NAACP supported "Petition Concerning Racial Discrimination and Segregation in the Fire Department" was sent to Alderson and the fire commission.
Among the petition's allegations:
Blacks were not appointed to vacancies unless they existed at Stations 14 and 30.
Blacks were not permitted to transfer from those stations to other companies in the city.
Blacks were denied promotions above that of captain's rank.
"These circumstances constitute discrimination contrary to the constitution and laws of the state and nation, in that equal protection of the laws is being denied the Negro firemen," said the petition.
Mayor Poulson's reply
Before the commission could take up the matter, Poulson wrote its members that if the allegations "are true, I am sure that you will agree that such practices are abhorrent in a democratic nation such as ours. I trust that your board will take such summary action as may be necessary to completely eliminate any such unfairness." That "summary action" was, of course, a thinly-disguised demand that the fire commission discharge Alderson which it had neither the votes, nor the power to do, without itself violating the city charter.
Ignoring Poulson's letter and burying the petition as Item No. 22 on their agenda, commissioners told NAACP attorneys in attendance that the department was not practicing segregation. If they had proof to the contrary, they were to produce it at the next commission meeting.
From that day forward, the integration issue escalated into a full-blown problem with emotionalism overwhelming rational approaches to resolving the issue.
For the first time, the media entered the fray and itself became embroiled in the problem. A Los Angeles Mirror editorial cartoon portrayed Alderson as a snail on integration. Other newspaper, radio and television accounts encouraged the public perception that Alderson was a racial bigot arrogantly opposing the mayor and the law of the land. By inference, the white members of the department were seen as rednecks themselves. The City Council, sensing the rapidly-heating issue, kept silent and provided no leadership out of the morass.
Paul Ditzel, a columnist for the Los Angeles Daily News, wrote a lead editorial which attempted to put the issue in a perspective that would calm mounting hysteria. The results were not at all what Ditzel expected. Proponents of forced integration attacked his personal and professional integrity. The NAACP suggested that Alderson, himself, had ghost-written the editorial. Alderson, in fact, never saw the editorial until the day it was published.
Pressure put upon the Daily News publisher resulted in Ditzel being stripped of his column. When firefighters discovered his byline missing from the paper, the department's grapevine telephones passed the word among firefighters and their families. The Daily News switchboard was so jammed by firefighters or their wives, friends and families canceling subscriptions that reporters could not telephone their stories to the clerk desk.
The call-in campaign boomeranged. The publisher charged Ditzel with instigating the cancellations and put him off-duty for 10 days, prior to formal termination. The publisher subsequently relented, but Ditzel was demoted to police reporter and later wrote the last story ever to appear in the paper. The Daily News, for years in financial trouble, declared bankruptcy and its assets were purchased by Poulson's foremost supporters, the Chandler family-owned Los Angels Times and Mirror.
Fire Commission orders Chief Alderson to submit a report in answer to the NAACP petition.
December 10, 1953
Alderson made that report and noted that coincidental with the filing of the petition, nearly half of the department's black firefighters had applied for transfer to all white fire stations. Prior to that time, the only transfer request were to the fire prevention bureau and other special assignments.
"I respectfully recommend that your board stand on Section 78 of the city charter and that we continue to appoint, promote and transfer employees of the department for the best interests of all the City of Los Angeles." -Alderson
The fire commission approved Alderson's recommendation.
January 7, 1954
Poluson met with the Fire Commission and Alderson and issued a news release:
"The Board of Fire Commissioners has decided that there should be, commencing within the next six months, a gradual correction of these practices (racial segregation). I have acceded to this program of gradual correction of these policies."
Four of the five commissioners and Alderson issued their own statement which said they had agreed to nothing of the kind.
January 9, 1954
The NAACP threatened federal court action and obtained a Superior Court order to take depositions from Alderson and the fire commissioners. Exactly what was testified to in those depositions is not known, other than the commission had learned that 1700 white firefighters had written Alderson that they would quit or retire if blacks were assigned to their stations.
White supremacy groups throughout the United States deluge fire stations with black-hate mail, posters and pamphlets.
May 17, 1954
While Alderson admitted it only to his closest associates, he knew the battle was lost and that racial tensions eventually would rip the department apart when Chief Justice Earl Warren of the United States Supreme Court delivered the landmark decisions in the cases of Brown et al versus Board of Education and Bolling versus Sharpe.
The historic decisions applied to school desegregation but their implications pertaining to the traditional operation of the LAFD rang loud and clear.
The fire commission immediately asked the city attorney to rule whether the Supreme Court and other decisions applied to the LAFD. The answer was in the affirmative and Alderson was asked by the commission to respond on July 1, 1954.
Alderson stubbornly reiterated his past position statements, while interjecting a new and headline-making statement: He would resign if the fire commission took over the assignment of personnel, transfers and other functions under his control.
"I will not remain to see it (the LAFD) torn down to a second, third and fourth rate department."
August 19, 1954- The Fact-Finding Committee
Four LAFD captains and an an auto fireman formed what they called a Fact-Finding Committee and appeared before the commission with a petition signed by 1885 firefighters who asked that no final decision be made on integration before October 14. At that time they would submit their report based on visits to 18 of the nation's largest city fire departments and questionnaires sent to 375 cities with populations over 43,000. The committee reportedly had raised $500,000 among firefighters, police officers and their families to fund the study.
Without its own investigatory resources, the commission decided to wait-and-see the committee's report while ordering Alderson to produce an integration plan.
September 2, 1954
The chief engineer submitted an integration plan and it was voted as "unsatisfactory and void of any worthwhile constructive suggestions."
Alderson was told to produce a specific blueprint for integration by September 30.
September 30, 1954
Alderson stunned and angered the commission by tossing the ball into their court:
"If it is your policy to transfer Negroes from Stations 14 and 30 to every station throughout the city, I do believe that I am entitled to know that and to be advised in order that I may advise you as to what procedure I will follow."
Mayor Poulson sets November 1, 1954 as a deadline for action.
Poulson ordered the board to "break up the two Negro fire stations...If the chief refuses or fails to comply...replace him with a man who does not regard himself as above the laws of our city, state and nation. If you don't take action...you will be removed as commissioners by request of the City Council." Poulson set November 1, 1954, as the deadline for action.
October 14, 1954
The Fact Finding Committee reported to the commission. Their findings were expectable and not at all what commissioners were looking for. The report spoke of "the natural barriers that exist between...the races," and of "rival political factions" competing for the black bloc" as the balance of power." Their conclusion urged the commission to "unequivocally reject forced integration."
October 28, 1954
Three days before Poulson's integration-or-get-fired deadline, the commission told Alderson that he was "hereby instructed, ordered and directed to initiate a gradual transfer of a part of the personnel now stationed at Stations 14 and 30."
During the next four months, Alderson transferred four blacks to two all-white stations. One of then almost immediately asked to be returned to his all-black station. The gradual integration program ground to an i
|
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What does a firefighter do?
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A firefighter is responsible for responding to emergency situations involving fires, hazardous materials, medical emergencies, and other disasters. Firefighters work for fire departments, which may be part of municipal, county, state, or federal government agencies, or they may serve in volunteer fire departments in rural or underserved areas. The primary duties of firefighters include extinguishing fires, conducting search and rescue operations, providing emergency medical care, and educating the public about fire safety and prevention.
|
en
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https://d5lqosquewn6c.cloudfront.net/static/compiled/images/favicon.89fd77ff97a9.ico
|
https://www.careerexplorer.com/careers/firefighter/
|
What is a Firefighter?
A firefighter is responsible for responding to emergency situations involving fires, hazardous materials, medical emergencies, and other disasters. Firefighters work for fire departments, which may be part of municipal, county, state, or federal government agencies, or they may serve in volunteer fire departments in rural or underserved areas. The primary duties of firefighters include extinguishing fires, conducting search and rescue operations, providing emergency medical care, and educating the public about fire safety and prevention.
Firefighters must be quick-thinking and able to work well under stress, as they are often required to make split-second decisions that can have a significant impact on the safety of those around them. While the work of a firefighter can be challenging, it is also rewarding, as it provides an opportunity to serve the community and make a positive impact on people's lives.
What does a Firefighter do?
Duties and Responsibilities
The duties and responsibilities of firefighters encompass a wide range of tasks aimed at protecting life, property, and the environment during emergency situations. Some of the key responsibilities include:
Fire Suppression: Firefighters are trained to extinguish fires using various techniques and equipment, including fire hoses, fire extinguishers, and specialized tools. They work as a team to contain and extinguish fires, prevent their spread, and protect nearby structures and occupants.
Search and Rescue: Firefighters conduct search and rescue operations to locate and evacuate individuals who are trapped or injured in fires, building collapses, or other emergencies. They use specialized equipment, such as thermal imaging cameras and cutting tools, to locate and extricate victims safely.
Emergency Medical Care: Firefighters often serve as first responders to medical emergencies, providing initial medical assessment, treatment, and stabilization until advanced medical personnel arrive. They are trained in basic life support (BLS) techniques, including cardiopulmonary resuscitation (CPR), wound care, and patient assessment.
Hazardous Materials Response: Firefighters are trained to respond to incidents involving hazardous materials, such as chemical spills, leaks, or releases. They assess the situation, establish perimeters, and implement decontamination procedures to minimize the risk to public health and safety.
Fire Prevention and Education: Firefighters play a crucial role in fire prevention efforts by conducting inspections, enforcing fire codes and regulations, and educating the public about fire safety practices. They may conduct fire safety presentations, distribute educational materials, and participate in community outreach events to raise awareness about fire hazards and prevention measures.
Training and Professional Development: Firefighters participate in ongoing training and professional development activities to maintain and enhance their skills, knowledge, and readiness to respond to emergencies. This includes regular drills, simulations, and continuing education courses to stay current with best practices, emerging technologies, and changes in firefighting protocols.
Types of Firefighters
There are several types of firefighters, each with its own unique role and responsibilities. Here are some of the most common types of firefighters:
Airport Firefighters: Airport firefighters are responsible for responding to fires and other emergencies that occur at airports. They are trained in handling aircraft fires and must be able to respond quickly to minimize damage and prevent injury or loss of life.
Industrial Firefighters: Industrial firefighters work in industrial settings, such as chemical plants or oil refineries, where the risk of fire and other emergencies is high. They are trained in handling hazardous materials and must be able to respond quickly to contain and extinguish fires.
Military Firefighters: Military firefighters are members of the military who are trained to respond to fires and other emergencies on military bases or in combat zones. They must be able to work in high-stress situations and may be required to operate in dangerous conditions.
Wildland Firefighters: Wildland firefighters are specially trained to fight fires that occur in rural or wilderness areas, such as forests or grasslands. They may work for government agencies, such as the U.S. Forest Service, or for private companies.
Are you suited to be a firefighter?
Firefighters have distinct personalities. They tend to be realistic individuals, which means they’re independent, stable, persistent, genuine, practical, and thrifty. They like tasks that are tactile, physical, athletic, or mechanical. Some of them are also social, meaning they’re kind, generous, cooperative, patient, caring, helpful, empathetic, tactful, and friendly.
Does this sound like you? Take our free career test to find out if firefighter is one of your top career matches.
Take the free test now Learn more about the career test
What is the workplace of a Firefighter like?
The workplace of a firefighter is dynamic, demanding, and often unpredictable, characterized by a combination of office-based duties, training activities, and emergency response operations. Firefighters primarily work out of fire stations, which serve as their home base when not actively responding to emergencies. Fire stations are equipped with living quarters, dining facilities, training rooms, and administrative offices, providing firefighters with a comfortable and functional environment for both work and rest.
However, the majority of a firefighter's time is spent outside the fire station, responding to emergency calls and performing a variety of tasks in the field. Firefighters may be dispatched to a wide range of emergencies, including structure fires, vehicle accidents, medical emergencies, hazardous materials incidents, and natural disasters. They work as part of a cohesive team, collaborating closely with their colleagues to assess situations, make quick decisions, and execute effective response strategies to mitigate hazards and protect life, property, and the environment.
The workplace of a firefighter can be physically demanding, often requiring strenuous activity, long hours, and exposure to hazardous conditions such as extreme heat, smoke, and toxic substances. Despite the challenges, firefighters find fulfillment in their work, knowing that they are making a tangible difference in their communities by responding to emergencies, providing assistance to those in need, and contributing to public safety and disaster preparedness efforts.
Frequently Asked Questions
Fire Related Careers and Degrees
Pros and Cons of Being a Firefighter
Being a firefighter offers a unique blend of rewards and challenges. Here's a detailed look at the pros and cons:
Pros
Heroic Service: Firefighters are revered in society for their bravery, selflessness, and commitment to protecting lives and property. They have the opportunity to make a meaningful impact on their communities by responding to emergencies, saving lives, and providing assistance during disasters.
Camaraderie and Teamwork: Firefighters work closely as part of a tight-knit team, fostering strong bonds and camaraderie. The collaborative environment promotes mutual support, trust, and unity, creating a sense of belonging and shared purpose among colleagues.
Varied Work Environment: Firefighters experience a diverse range of challenges and tasks in their work, from extinguishing fires and conducting search and rescue operations to providing emergency medical care and responding to hazardous materials incidents. The dynamic nature of the job keeps firefighters engaged and stimulated, with each day presenting new opportunities and experiences.
Competitive Compensation and Benefits: Firefighters typically receive competitive salaries and comprehensive benefits packages, including healthcare coverage, retirement plans, paid time off, and opportunities for overtime and additional compensation. The stability and security of the job, along with the potential for career advancement, make firefighting an attractive career option for many.
Cons
Physical and Emotional Demands: Firefighting is physically demanding and emotionally taxing, requiring firefighters to work in hazardous conditions, lift heavy equipment, and endure extreme temperatures. The job can be physically exhausting and mentally challenging, with exposure to traumatic events and critical incidents taking a toll on mental health and well-being.
High Stress and Risk of Injury: Firefighters face high levels of stress and adrenaline during emergency response operations, with the potential for injury or harm from fire, smoke, collapsing structures, and other hazards. The unpredictable nature of emergencies and the need to make split-second decisions under pressure can contribute to feelings of anxiety and burnout among firefighters.
Irregular Hours and Shift Work: Firefighters work irregular hours and often have unpredictable schedules, including rotating shifts, overnight shifts, weekends, and holidays. The demanding schedule can disrupt personal and family life, making it challenging to maintain a healthy work-life balance and participate in social activities outside of work.
Exposure to Toxins and Health Risks: Firefighters are exposed to various toxins, carcinogens, and pollutants during firefighting operations, which can pose long-term health risks. Chronic exposure to smoke, chemicals, and hazardous materials increases the risk of respiratory problems, cancer, and other occupational illnesses among firefighters.
Firefighters are also known as:
Fireman Firewoman Fire Fighter
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https://www.careerexplorer.com/careers/firefighter/
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What does a firefighter do?
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A firefighter is responsible for responding to emergency situations involving fires, hazardous materials, medical emergencies, and other disasters. Firefighters work for fire departments, which may be part of municipal, county, state, or federal government agencies, or they may serve in volunteer fire departments in rural or underserved areas. The primary duties of firefighters include extinguishing fires, conducting search and rescue operations, providing emergency medical care, and educating the public about fire safety and prevention.
|
en
|
https://d5lqosquewn6c.cloudfront.net/static/compiled/images/favicon.89fd77ff97a9.ico
|
https://www.careerexplorer.com/careers/firefighter/
|
What is a Firefighter?
A firefighter is responsible for responding to emergency situations involving fires, hazardous materials, medical emergencies, and other disasters. Firefighters work for fire departments, which may be part of municipal, county, state, or federal government agencies, or they may serve in volunteer fire departments in rural or underserved areas. The primary duties of firefighters include extinguishing fires, conducting search and rescue operations, providing emergency medical care, and educating the public about fire safety and prevention.
Firefighters must be quick-thinking and able to work well under stress, as they are often required to make split-second decisions that can have a significant impact on the safety of those around them. While the work of a firefighter can be challenging, it is also rewarding, as it provides an opportunity to serve the community and make a positive impact on people's lives.
What does a Firefighter do?
Duties and Responsibilities
The duties and responsibilities of firefighters encompass a wide range of tasks aimed at protecting life, property, and the environment during emergency situations. Some of the key responsibilities include:
Fire Suppression: Firefighters are trained to extinguish fires using various techniques and equipment, including fire hoses, fire extinguishers, and specialized tools. They work as a team to contain and extinguish fires, prevent their spread, and protect nearby structures and occupants.
Search and Rescue: Firefighters conduct search and rescue operations to locate and evacuate individuals who are trapped or injured in fires, building collapses, or other emergencies. They use specialized equipment, such as thermal imaging cameras and cutting tools, to locate and extricate victims safely.
Emergency Medical Care: Firefighters often serve as first responders to medical emergencies, providing initial medical assessment, treatment, and stabilization until advanced medical personnel arrive. They are trained in basic life support (BLS) techniques, including cardiopulmonary resuscitation (CPR), wound care, and patient assessment.
Hazardous Materials Response: Firefighters are trained to respond to incidents involving hazardous materials, such as chemical spills, leaks, or releases. They assess the situation, establish perimeters, and implement decontamination procedures to minimize the risk to public health and safety.
Fire Prevention and Education: Firefighters play a crucial role in fire prevention efforts by conducting inspections, enforcing fire codes and regulations, and educating the public about fire safety practices. They may conduct fire safety presentations, distribute educational materials, and participate in community outreach events to raise awareness about fire hazards and prevention measures.
Training and Professional Development: Firefighters participate in ongoing training and professional development activities to maintain and enhance their skills, knowledge, and readiness to respond to emergencies. This includes regular drills, simulations, and continuing education courses to stay current with best practices, emerging technologies, and changes in firefighting protocols.
Types of Firefighters
There are several types of firefighters, each with its own unique role and responsibilities. Here are some of the most common types of firefighters:
Airport Firefighters: Airport firefighters are responsible for responding to fires and other emergencies that occur at airports. They are trained in handling aircraft fires and must be able to respond quickly to minimize damage and prevent injury or loss of life.
Industrial Firefighters: Industrial firefighters work in industrial settings, such as chemical plants or oil refineries, where the risk of fire and other emergencies is high. They are trained in handling hazardous materials and must be able to respond quickly to contain and extinguish fires.
Military Firefighters: Military firefighters are members of the military who are trained to respond to fires and other emergencies on military bases or in combat zones. They must be able to work in high-stress situations and may be required to operate in dangerous conditions.
Wildland Firefighters: Wildland firefighters are specially trained to fight fires that occur in rural or wilderness areas, such as forests or grasslands. They may work for government agencies, such as the U.S. Forest Service, or for private companies.
Are you suited to be a firefighter?
Firefighters have distinct personalities. They tend to be realistic individuals, which means they’re independent, stable, persistent, genuine, practical, and thrifty. They like tasks that are tactile, physical, athletic, or mechanical. Some of them are also social, meaning they’re kind, generous, cooperative, patient, caring, helpful, empathetic, tactful, and friendly.
Does this sound like you? Take our free career test to find out if firefighter is one of your top career matches.
Take the free test now Learn more about the career test
What is the workplace of a Firefighter like?
The workplace of a firefighter is dynamic, demanding, and often unpredictable, characterized by a combination of office-based duties, training activities, and emergency response operations. Firefighters primarily work out of fire stations, which serve as their home base when not actively responding to emergencies. Fire stations are equipped with living quarters, dining facilities, training rooms, and administrative offices, providing firefighters with a comfortable and functional environment for both work and rest.
However, the majority of a firefighter's time is spent outside the fire station, responding to emergency calls and performing a variety of tasks in the field. Firefighters may be dispatched to a wide range of emergencies, including structure fires, vehicle accidents, medical emergencies, hazardous materials incidents, and natural disasters. They work as part of a cohesive team, collaborating closely with their colleagues to assess situations, make quick decisions, and execute effective response strategies to mitigate hazards and protect life, property, and the environment.
The workplace of a firefighter can be physically demanding, often requiring strenuous activity, long hours, and exposure to hazardous conditions such as extreme heat, smoke, and toxic substances. Despite the challenges, firefighters find fulfillment in their work, knowing that they are making a tangible difference in their communities by responding to emergencies, providing assistance to those in need, and contributing to public safety and disaster preparedness efforts.
Frequently Asked Questions
Fire Related Careers and Degrees
Pros and Cons of Being a Firefighter
Being a firefighter offers a unique blend of rewards and challenges. Here's a detailed look at the pros and cons:
Pros
Heroic Service: Firefighters are revered in society for their bravery, selflessness, and commitment to protecting lives and property. They have the opportunity to make a meaningful impact on their communities by responding to emergencies, saving lives, and providing assistance during disasters.
Camaraderie and Teamwork: Firefighters work closely as part of a tight-knit team, fostering strong bonds and camaraderie. The collaborative environment promotes mutual support, trust, and unity, creating a sense of belonging and shared purpose among colleagues.
Varied Work Environment: Firefighters experience a diverse range of challenges and tasks in their work, from extinguishing fires and conducting search and rescue operations to providing emergency medical care and responding to hazardous materials incidents. The dynamic nature of the job keeps firefighters engaged and stimulated, with each day presenting new opportunities and experiences.
Competitive Compensation and Benefits: Firefighters typically receive competitive salaries and comprehensive benefits packages, including healthcare coverage, retirement plans, paid time off, and opportunities for overtime and additional compensation. The stability and security of the job, along with the potential for career advancement, make firefighting an attractive career option for many.
Cons
Physical and Emotional Demands: Firefighting is physically demanding and emotionally taxing, requiring firefighters to work in hazardous conditions, lift heavy equipment, and endure extreme temperatures. The job can be physically exhausting and mentally challenging, with exposure to traumatic events and critical incidents taking a toll on mental health and well-being.
High Stress and Risk of Injury: Firefighters face high levels of stress and adrenaline during emergency response operations, with the potential for injury or harm from fire, smoke, collapsing structures, and other hazards. The unpredictable nature of emergencies and the need to make split-second decisions under pressure can contribute to feelings of anxiety and burnout among firefighters.
Irregular Hours and Shift Work: Firefighters work irregular hours and often have unpredictable schedules, including rotating shifts, overnight shifts, weekends, and holidays. The demanding schedule can disrupt personal and family life, making it challenging to maintain a healthy work-life balance and participate in social activities outside of work.
Exposure to Toxins and Health Risks: Firefighters are exposed to various toxins, carcinogens, and pollutants during firefighting operations, which can pose long-term health risks. Chronic exposure to smoke, chemicals, and hazardous materials increases the risk of respiratory problems, cancer, and other occupational illnesses among firefighters.
Firefighters are also known as:
Fireman Firewoman Fire Fighter
|
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https://people360.com.ph/news-blogs/360-safety/173-composition-of-fire-brigade-team.html
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Composition of Fire Brigade Team
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IMPLEMENTING RULES AND REGULATIONSOF THE FIRE CODE OF THE PHILIPPINES 2008 (RA 9514)
REQUIRED FIRE SAFETY PROGRAMS/MEASURES
Rule 1. Div. 1 Section 1.103, Paragraph B:
All occupants or leases of buildings, structures or facilities shall organize themselves and develop and implement Fire Safety Programs to include among others, Fire Prevention in the premises, notification of the Fire service to the existence of fire, evacuation of persons and initial firefighting. The owner/head of the building shall take initiative of formulating the Fire Safety Programs and of organizing the occupants to implement the programs.
Rule 9, Section 9.102-NATURE OF REQUIRED ORGANIZATION
Every business Establishment and Barangay should provide an organization to deal with fires and related emergencies when they occur. The Chairman/Captain of the Barangay or head of the establishment should evaluate the potential magnitude of a fire emergency within community or property or of an exposure to fire and the availability of firefighting assistance from the Bureau of Fire Protection to determine the nature of the organization to be established. For purposes of this rule. Company shall include government offices and buildings.
Rule 3. Div. 16, Paragraph A-(1):
Fire exit drills conforming to the provisions of this division shall be regularly conducted in schools and in other occupancies where specified by the provisions of Division 7 and 15, or the appropriate act of the Director of General or his duly authorized representative, but with any necessary modifications in detail of procedures to make the drills most effective for their intended purpose in any individual building.
OCCUPANCY NO. OF DRILLS PERIOD Educational At least 4x a year Class hours, changing of classes, recess to distinguish from other emergency alarms. Institutional At 12x a year Conducted only between 9pm to 6 am Industrial 2x a year As per directed by the administration/head/owner of the building. Residential Once every 2 months As per directed by the administration/head/owner of the building. Mercantile Regularly As per directed by the administration/head/owner of the building. Business At least 2x a year As per directed by the administration/head/owner of the building.
DUTIES AND RESPONSIBILITIES OF THE FIRE BRIGADE TEAM
HEAD OF THE ORGANIZATION (Emergency Marshal, Deputy Emergency Marshal)
Evaluate fire loss possibilities.
Provide systems and procedure for fire risk control.
Counsel with the different departments-facility engineering, maintenance, planning, operation and service department.
Interpret laws, codes, ordinances and related standards applicable to fire risk management.
Organize and train the company fire brigade.
Schedule periodic inspection of fire protection equipment.
Assume administrative command of fire control operations.
Provide reports of loss from fires and other emergencies.
TEAM LEADERS / OFFICERS
Organize, develop and implement fire safety / emergency plan.
Assist management in organizing, training and managing the respective fire brigade team members.
Provide equipment, tools, appliances and other supplies for fire brigade use.
Conduct regular safety inspection, assessment on company premises and coordination with Emergency Marshal and Co-team leader.
Supervise and coordinate the operation of brigade personnel during actual fires, fire drill and other emergencies.
Implement periodic inspections of firefighting/emergency equipment to assure the brigade is adequately equipped.
MEMBERS OF FIRE BRIGADE TEAM
COMMUNICATION PERSONNEL / TELEPHONE OPERATOR
Promptly notify the Bureau of Fire of any incident of fire when orderly by an authorized officer.
SECURITY TEAM / CROWD CONTROLLER
Clear the area and passageways for the eventual use of evacuating occupants and personnel.
Clear the fire lanes of parked vehicle and other obstructions for the easy access of the Bureau of Fire equipment and other emergency vehicles.
Isolate and secure the emergency area and other important areas, allow only emergency vehicles and authorized persons in the area.
FIRST AID TEAM MEMBERS AND DRIVER OF EMERGENCY VEHICLES
Administer first aid treatment to victims/injured persons.
Transport and accompany the victim to the nearest hospital.
RESCUERS AND SALVAGE TEAM MEMBERS
Team Leaders will supervise the rescue operation.
Transport victims to the treatment area for proper treatment.
Conduct salvage operations, evacuate the building or area of its valuable contents using the following order of property.
PRIORITY 1 – classified records, data, information, maps and any valuable equipment.
PRIORITY 2 – records other classified
PRIORITY 3 – supplies and materials
PRIORITY 4 – office furniture and other less important supplies and materials.
EXIT GUIDES / FLOOR CAPTAINS
Acquaint evacuation team of the floor plan of the building or as to the evacuation routes and location exits.
Guides the occupants of the building or area to the safe exits and lead them to the pre-designated assembly area.
Supervise the evacuation in order to achieve an orderly evacuation under proper discipline.
Prevent panic, confusion, injury and loss of life during fire emergency or fire drills.
Search the area or rooms especially the comfort rooms for persons who may be trapped or unaware of the fire emergency or drill.
Report the particulars to the floor captain after having searched the area thoroughly.
FIRE FIGHTING/EXTINGUISHING TEAM MEMBERS
Control and extinguish fires under the supervision of their respective team leader.
Know how to handle and operate firefighting tools, appliances and equipment
Acquaint themselves of the specific uses of the different types of portable fire extinguishers relative to the classes of fires.
Familiarize themselves with general structure of the building and its premises.
FIRE BRIGADE MEMBERS POSITION AND ACTIONS DURING FIRE OPERATION
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https://www.bixbyok.gov/519/Fire-Station-1
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Fire Station 1
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Fire Station 1 in in Downtown Bixby located at 116 W. Needles Ave. at the Bixby City Hall. Station 1 services the southern Fire District of Bixby which covers all areas from the north bank of the Arkansas RIver to the south.
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Bixby Fire Station 1 is located on the east side of the Bixby CIty Hall in downtown Bixby. Bixby FIre Station primarily services what is considered the south side of town which is formed by the natural divider of the Arkansas River.
Both stations serve the area as a designated Safe Place and a location for assistance particularly during parades and events such as the Bixby Green Corn Festival in June.
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https://www.dsfire.gov.uk/careers/role-firefighter
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en
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The role of a firefighter
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A firefighter does more than put out fires. Learn more about the role of a firefighter.
|
en
|
/themes/custom/bbd_classy/favicon.ico
|
Devon and Somerset Fire and Rescue Service
|
https://www.dsfire.gov.uk/careers/role-firefighter
|
A firefighter does more than put out fires. That’s just one of many things that a firefighter does. Because as well as extinguishing flames and saving people from danger, a firefighter also helps with hazardous materials, road traffic incidents, medical emergencies, floods, and even rescues cats in trees (yes, really).
And to stop things like this from happening in the first place, our crews also carry out work with the local community, from fitting smoke alarms, supporting businesses with fire prevention and working with the police to keep our roads collision-free.
|
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3740
|
dbpedia
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1
| 93
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https://www.howardcountymd.gov/fire-and-rescue-services
|
en
|
Fire and Rescue Services
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2024-07-27T12:00:00+00:00
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We are a combination system of nearly 900 career and volunteer providers operating from 14 stations across Howard County. The department is located between Baltimore City and the District of Columbia and provides and receives automatic aid to and from our surrounding partners in Prince George's, Anne Arundel, Baltimore, Carroll, Montgomery and Frederick counties. The department is statutorily responsible for the administration of the affairs for the county in fire suppression and prevention, fire training, arson investigation, rescue services and emergency medical services.
|
en
|
/themes/hoco/favicon.ico
|
https://www.howardcountymd.gov/fire-and-rescue-services
|
About
Howard County Executive Calvin Ball named Louis Winston Chief of the Department of Fire and Rescue Services (HCDFRS) on September 7, 2021. Chief Winston joined the Howard County Department of Fire and Rescue Services on February 12, 1990, and served under seven fire chiefs and six county executives. He served three decades in the Department, rising to the rank of Deputy Chief prior to his retirement in January 2020.
As a servant leader, Chief Winston recognizes the importance of the growth and well-being of people and communities. He leads the Department with open, honest, and transparent collaborative leadership that embraces the diversity and inclusion of Howard County to help maintain safe and engaged communities. Understanding the importance of both external and internal customer services, Chief Winston continues to focus the Department on providing high quality diverse services that promote life safety and the well-being of its members.
A graduate of Loyola Blakefield, Winston holds a Bachelor of Science Degree in Homeland Security from the University of Maryland Global Campus (UMGC). He is also a graduate of Leadership Howard County’s Premier Class of 2015 and the Carl Holmes Executive Development Institute 2015.
A member of Kappa Alpha Psi Fraternity, Inc., Winston is a past recipient of the Howard County Government’s Mentorship Award, Baltimore County Recreation and Parks’ Shining Star Award and Turner Station Community Service Award.
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https://en.wikipedia.org/wiki/Firefighter
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en
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Firefighter
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2002-11-12T08:38:46+00:00
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en
|
/static/apple-touch/wikipedia.png
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https://en.wikipedia.org/wiki/Firefighter
|
Rescuer trained to extinguish fires and save people
For other uses, see Firefighter (disambiguation).
"Fireman" and "Firewoman" redirect here. For other uses, see Fireman (disambiguation) and Firewoman (disambiguation).
FirefighterOccupationSynonymsFireman (PL: firemen)
Firewoman (PL: firewomen)
Activity sectors
Rescue, fire protection, civil service, public service, public safety
A firefighter (or fire fighter) is a first responder trained in firefighting, primarily to control and extinguish fires that threaten life and property, as well as to rescue persons from confinement or dangerous situations. Male firefighters are sometimes referred to as firemen (and, less commonly, female firefighters as firewomen).[1][2]
The fire service, also known in some countries as the fire brigade or fire department, is one of the three main emergency services. From urban areas to aboard ships, firefighters have become ubiquitous around the world.
The skills required for safe operations are regularly practiced during training evaluations throughout a firefighter's career. Initial firefighting skills are normally taught through local, regional or state-approved fire academies or training courses.[3] Depending on the requirements of a department, additional skills and certifications may also be acquired at this time.
Firefighters work closely with other emergency response agencies such as the police and emergency medical service. A firefighter's role may overlap with both. Fire investigators or fire marshals investigate the cause of a fire. If the fire was caused by arson or negligence, their work will overlap with law enforcement. Firefighters may also provide some degree of emergency medical service.
Duties
[edit]
Fire suppression
[edit]
A fire burns due to the presence of three elements: fuel, oxygen and heat. This is often referred to as the fire triangle. Sometimes it is known as the fire tetrahedron if a fourth element is added: a chemical chain reaction which can help sustain certain types of fire. The aim of firefighting is to deprive the fire of at least one of those elements. Most commonly this is done by dousing the fire with water, though some fires require other methods such as foam or dry agents. Firefighters are equipped with a wide variety of equipment for this purpose that include ladder trucks, pumper trucks, tanker trucks, fire hose, and fire extinguishers.
Structural firefighting
[edit]
See also Fire suppression for other techniques.
While sometimes fires can be limited to small areas of a structure, wider collateral damage due to smoke, water and burning embers is common. Utility shutoff (such as gas and electricity) is typically an early priority for arriving fire crews. In addition, forcible entry may be required in order to gain access into the structure. Specific procedures(NFPA 704)[4] and equipment are needed at a property where hazardous materials are being used or stored. Additionally, fighting fires in some structures may require additional training and firefighting tactics that are specific to that structure. For example, row house fires are a type of structure fire that require specific tactics to decrease risks.
Structure fires may be attacked with either "interior" or "exterior" resources, or both. Interior crews, using the "two in, two out" rule, may extend fire hose lines inside the building, find the fire and cool it with water. Exterior crews may direct water into windows and other openings, or against any nearby fuels exposed to the initial fire. Hose streams directed into the interior through exterior wall apertures may conflict and jeopardize interior fire attack crews.
Buildings that are made of flammable materials such as wood are different from building materials such as concrete. Generally, a "fire-resistant" building is designed to limit fire to a small area or floor. Other floors can be safe by preventing smoke inhalation and damage. All buildings suspected or on fire must be evacuated, regardless of fire rating.
When fire departments respond to structure fires, the priorities are life safety, incident stabilization, and property conservation. Some tactics used to achieve positive results at a structure fire include scene size-up, door control, coordinated ventilation, and exterior attack prior to entry.
When the first fire department arrives on-scene at a structure fire, scene size-up must occur to develop the appropriate strategy (offensive or defensive) and tactics. With scene size-up, a risk assessment must also occur to determine the risks of making an interior fire attack. When an incident's critical factors and the risk management plan indicate an offensive strategy, the incident commander will define the tactical objectives for entering the structure. Offensive incident action plans (tactics) are based on the standard offensive tactical priorities and their corresponding completion benchmarks.
Firefighting priorities and tactics:
The incident commander should consider these priorities and firefighting tactics at a structure fire:
Incident Priorities
· Life safety – primary and secondary "All Clear(s)" (A/C)
· Property conservation – "Loss Stopped" (L/S)
· Post fire control firefighter decontamination (Decon)
· Customer Stabilization* – Short term
*Customer stabilization refers to customer service that fire departments provide during an emergency. When a fire department responds to an emergency, two related priorities are life safety and stabilizing the incident. Part of this process is ensuring the customer's well-being from the time of dispatch until after the incident becomes stable.
Some firefighting tactics may appear to be destructive, but often serve specific needs. For example, during ventilation, firefighters are forced to either open holes in the roof or floors of a structure (called vertical ventilation), or open windows and walls (called horizontal ventilation) to remove smoke and heated gases from the interior of the structure. Such ventilation methods are also used to improve interior visibility to locate victims more quickly. Ventilation helps to preserve the life of trapped or unconscious individuals as it releases the poisonous gases from inside the structure. Vertical ventilation is vital to firefighter safety in the event of a flashover or backdraft scenario. Releasing the flammable gases through the roof eliminates the possibility of a backdraft, and the removal of heat can reduce the possibility of a flashover. Flashovers, due to their intense heat (900–1,200 °F (480–650 °C)) and explosive temperaments, are commonly fatal to firefighter personnel. Precautionary methods, such as smashing a window, reveal backdraft situations before the firefighter enters the structure and is met with the circumstance head-on. Firefighter safety is the number one priority.
Whenever possible during a structure fire, property is moved into the middle of a room and covered with a salvage cover, a heavy cloth-like tarp. Various steps such as retrieving and protecting valuables found during suppression or overhaul, evacuating water, and boarding windows and roofs can divert or prevent post-fire runoff.
Wildland firefighting
[edit]
Main article: Wildfire suppression
Wildfires (known in Australia as bushfires) require a unique set of strategies and tactics. In many countries such as Australia and the United States, these duties are mostly carried out by local volunteer firefighters. Wildfires have some ecological role in allowing new plants to grow, therefore in some cases they will be left to burn.[5] Priorities in fighting wildfires include preventing the loss of life and property as well as ecological damage.
Aircraft rescue and firefighting
[edit]
Main article: Aircraft rescue and firefighting
Airports employ specialist firefighters to deal with potential ground emergencies. Due to the mass casualty potential of an aviation emergency, the speed with which emergency response equipment and personnel arrive at the scene of the emergency is of paramount importance. When dealing with an emergency, the airport firefighters are tasked with rapidly securing the aircraft, its crew and its passengers from all hazards, particularly fire. Airport firefighters have advanced training in the application of firefighting foams, dry chemical and clean agents used to extinguish burning aviation fuel.
Rescue
[edit]
Firefighters rescue persons from confinement or dangerous situations such as burning buildings and crashed vehicles. Complex, infrequent situations requiring specialized training and equipment include rescues from collapsed buildings and confined spaces. Many fire departments, including most in the United Kingdom, refer to themselves as a fire and rescue service for this reason. Large fire departments, such as the New York City Fire Department and London Fire Brigade, have specialist teams for advanced technical rescue. As structure fires have been in decline for many years in developed countries such as the United States, rescues other than fires make up an increasing proportion of their firefighters' work.[6]
Emergency medical services
[edit]
Firefighters frequently provide some degree of emergency medical care. In some jurisdictions first aid is the only medical training that firefighters have, and medical calls are the sole responsibility of a separate emergency medical services (EMS) agency. Elsewhere, it is common for firefighters to respond to medical calls. The impetus for this is the growing demand in medical emergencies and the significant decline in fires.[6]
In such departments, firefighters are often certified as emergency medical technicians in order to deliver basic life support, and more rarely as paramedics to deliver advanced life support. In the United Kingdom, where fire services and EMS are run separately, fire service co-responding has been introduced more recently.[7] Another point of variation is whether the firefighters respond in a fire engine or a response car.[8]
Hazardous materials
[edit]
Fire departments are usually the lead agency that responds to hazardous materials incidents. Specialized firefighters, known as hazardous materials technicians, are trained in chemical identification, leak and spill control, and decontamination.[9]
Fire prevention
[edit]
Fire departments frequently provide advice to the public on how to prevent fires in the home and work-place environments. Fire inspectors or fire marshals will directly inspect businesses to ensure they are up to the current building fire codes,[10][11] which are enforced so that a building can sufficiently resist fire spread, potential hazards are located, and to ensure that occupants can be safely evacuated, commensurate with the risks involved.
Fire suppression systems have a proven record for controlling and extinguishing unwanted fires. Many fire officials recommend that every building, including residences, have fire sprinkler systems.[12] Correctly working sprinklers in a residence greatly reduce the risk of death from a fire.[13] With the small rooms typical of a residence, one or two sprinklers can cover most rooms. In the United States, the housing industry trade groups have lobbied at the State level to prevent the requirement for Fire Sprinklers in one or two family homes.[14][15]
Other methods of fire prevention are by directing efforts to reduce known hazardous conditions or by preventing dangerous acts before tragedy strikes. This is normally accomplished in many innovative ways such as conducting presentations, distributing safety brochures, providing news articles, writing public safety announcements (PSA) or establishing meaningful displays in well-visited areas. Ensuring that each household has working smoke alarms, is educated in the proper techniques of fire safety, has an evacuation route and rendezvous point is of top priority in public education for most fire prevention teams in almost all fire department localities.
Fire investigators, who are experienced firefighters trained in fire cause determinism, are dispatched to fire scenes, in order to investigate and determine whether the fire was a result of an accident or intentional. Some fire investigators have full law enforcement powers to investigate and arrest suspected arsonists.
Occupational health and safety
[edit]
Direct risks
[edit]
Fires
[edit]
To allow protection from the inherent risks of fighting fires, firefighters wear and carry protective and self-rescue equipment at all times. A self-contained breathing apparatus (SCBA) delivers air to the firefighter through a full face mask and is worn to protect against smoke inhalation, toxic fumes, and super heated gases. A special device called a Personal Alert Safety System (PASS) is commonly worn independently or as a part of the SCBA to alert others when a firefighter stops moving for a specified period of time or manually operates the device. The PASS device sounds an alarm that can assist another firefighter (firefighter assist and search team (FAST), or rapid intervention team (RIT), in locating the firefighter in distress.
Firefighters often carry personal self-rescue ropes. The ropes are generally 30 feet (9.1 m) long and can provide a firefighter (that has enough time to deploy the rope) a partially controlled exit out of an elevated window. Lack of a personal rescue rope is cited in the deaths of two New York City Firefighters, Lt. John Bellew and Lt. Curtis Meyran, who died after they jumped from the fourth floor of a burning apartment building in the Bronx. Of the four firefighters who jumped and survived, only one of them had a self-rescue rope. Since the incident, the Fire Department of New York City has issued self-rescue ropes to their firefighters.[16]
Heat injury is a major issue for firefighters as they wear insulated clothing and cannot shed the heat generated from physical exertion. Early detection of heat issues is critical to stop dehydration and heat stress becoming fatal. Early onset of heat stress affects cognitive function which combined with operating in dangerous environment makes heat stress and dehydration a critical issue to monitor. Firefighter physiological status monitoring is showing promise in alerting EMS and commanders to the status of their people on the fire ground. Devices such as PASS device alert 10–20 seconds after a firefighter has stopped moving in a structure. Physiological status monitors measure a firefighter's vital sign status, fatigue and exertion levels and transmit this information over their voice radio. This technology allows a degree of early warning to physiological stress. These devices[17] are similar to technology developed for Future Force Warrior and give a measure of exertion and fatigue. They also tell the people outside a building when they have stopped moving or fallen. This allows a supervisor to call in additional engines before the crew get exhausted and also gives an early warning to firefighters before they run out of air, as they may not be able to make voice calls over their radio. Current OSHA tables exist for heat injury and the allowable amount of work in a given environment based on temperature, humidity and solar loading.[18]
Firefighters are also at risk for developing rhabdomyolysis. Rhabdomyolysis is the breakdown of muscle tissue and has many causes including heat exposure, high core body temperature, and prolonged, intense exertion. Routine firefighter tasks, such as carrying extra weight of equipment and working in hot environments, can increase firefighters' risk for rhabdomyolysis.[19][20]
Structural collapses
[edit]
Another leading cause of death during firefighting is structural collapse of a burning building (e.g. a wall, floor, ceiling, roof, or truss system). Structural collapse, which often occurs without warning, may crush or trap firefighters inside the structure. To avoid loss of life, all on-duty firefighters should maintain two-way communication with the incident commander and be equipped with a personal alert safety system device (PASS) on all fire scenes and maintain radio communication on all incidents.[21][22] Francis Brannigan was the founder and greatest contributor to this element of firefighter safety.
Traffic collisions
[edit]
In the United States, 25% of fatalities of firefighters are caused by traffic collisions while responding to or returning from an incident. Other firefighters have been injured or killed by vehicles at the scene of a fire or emergency (Paulison 2005). A common measure fire departments have taken to prevent this is to require firefighters to wear a bright yellow reflective vest over their turnout coats if they have to work on a public road, to make them more visible to passing drivers.[23]
Violence
[edit]
Firefighters have occasionally been assaulted by members of the public while responding to calls. These kinds of attacks can cause firefighters to fear for their safety when responding to specific areas and may cause them to not have full focus on the situation which could result in injury to their selves or the patient.[24] Workplace violence[25] consists of the mental and physical abuse sustained during on-duty activities. First Responders are the most likely to experience this type of violence and EMS even has a percentage range of 53-90% of calls that had an instance of Workplace violence. This type of violence is a major reason for burnout and depression in First Responders, while EMS deal more with people on a daily basis, ~18% Firefighters experience PTSD due to WPV[25] and 60% had at least one call where they had feared for their life or questioned their safety.[26][27]
Chemical exposure
[edit]
While firefighters are generally responsible for managing hazardous materials in the environment, there is a great deal of risks that they face by doing so.[28] Flame retardants are chemical products that are utilized to slow down or stop the spread of a fire by reducing its intensity. While there are numerous benefits to flame retardant products in terms of the reduction of major fires, the components that make up these substances are extremely harmful.[29]
The most concerning materials that make up these products are PFAS chemicals. Studies linked PFAS exposure with health effects including major neurological defects and cancer.[29] Long term exposure to these chemicals is a notable concern.
While many hazardous chemicals sued in fire-fighting materials, such as penta-bromdiphenyl ether have already been banned by the government, they are almost immediately replaced by a new substance with similar harmful effects. After banning penta-bromodiphenyl ether, chlorinated tris, chloroalkyl phospahtes, halogenated aryl esters, and tetrabromophthalate dio diester were used instead.[30] While these chemicals are constantly changing with attempts to make it safer for the public, firefighters have constant, up-close exposure that can put them at increased risk.[30]
During debris cleanup
[edit]
Once extinguished, fire debris cleanup poses several safety and health risks for workers.[31][32]
Many hazardous substances are commonly found in fire debris. Silica can be found in concrete, roofing tiles, or it may be a naturally occurring element. Occupational exposures to silica dust can cause silicosis, lung cancer, pulmonary tuberculosis, airway diseases, and some additional non-respiratory diseases.[33] Inhalation of asbestos can result in various diseases including asbestosis, lung cancer, and mesothelioma.[34] Sources of metals exposure include burnt or melted electronics, cars, refrigerators, stoves, etc. Fire debris cleanup workers may be exposed to these metals or their combustion products in the air or on their skin. These metals may include beryllium, cadmium, chromium, cobalt, lead, manganese, nickel, and many more.[31] Polyaromatic hydrocarbons (PAHs), some of which are carcinogenic, come from the incomplete combustion of organic materials and are often found as a result of structural and wildland fires.[35]
Safety hazards of fire cleanup include the risk of reignition of smoldering debris, electrocution from downed or exposed electrical lines or in instances where water has come into contact with electrical equipment. Structures that have been burned may be unstable and at risk of sudden collapse.[32][36]
Standard personal protective equipment for fire cleanup include hard hats, goggles or safety glasses, heavy work gloves, earplugs or other hearing protection, steel-toe boots, and fall protection devices.[36][37] Hazard controls for electrical injury include assuming all power lines are energized until confirmation they are de-energized, and grounding power lines to guard against electrical feedback, and using appropriate personal protective equipment.[36] Proper respiratory protection can protect against hazardous substances. Proper ventilation of an area is an engineering control that can be used to avoid or minimize exposure to hazardous substances. When ventilation is insufficient or dust cannot be avoided, personal protective equipment such as N95 respirators can be used.[36][38]
Long-term risks
[edit]
Cardiovascular disease
[edit]
Firefighting has long been associated with poor cardiovascular outcomes. In the United States, the most common cause of on-duty fatalities for firefighters is sudden cardiac death, accounting for approximately 45% of on duty US firefighter deaths.[39] In addition to personal factors that may predispose an individual to coronary artery disease or other cardiovascular diseases, occupational exposures can significantly increase a firefighter's risk. Historically, the fire service blamed poor firefighter physical condition for being the primary cause of cardiovascular related deaths. However, over the last 20 years, studies and research has indicated the toxic gasses put fire service personnel at significantly higher risk for cardiovascular related conditions and death. For instance, carbon monoxide, present in nearly all fire environments, and hydrogen cyanide, formed during the combustion of paper, cotton, plastics, and other substances containing carbon and nitrogen. The substances inside of materials change during combustion, and their by-products can interfere with the transport of oxygen in the body. Hypoxia can then lead to heart injury. In addition, chronic exposure to particulate matter in smoke is associated with atherosclerosis. Noise exposures may contribute to hypertension and possibly ischemic heart disease. Other factors associated with firefighting, such as stress, heat stress, and heavy physical exertion, also increase the risk of cardiovascular events.[40]
During fire suppression activities a firefighter can reach peak or near peak heart rates which can act as a trigger for a cardiac event. For example, tachycardia can cause plaque buildup to break loose and lodge itself is a small part of the heart causing myocardial infarction, also known as a heart attack. This along with unhealthy habits and lack of exercise can be very hazardous to firefighter health.[41]
Cancer
[edit]
Cancer risk in the U.S. fire service is a topic of growing concern. Recent studies suggest that due to their exposure on the fireground, firefighters may be at an increased risk for certain types of cancer and other chronic diseases.[42][43][44][45][46][47][48][49][50][51] Additionally, large international studies generally support the finding from U.S. studies that firefighters have elevated rates of cancer, with some variation by cancer site.[52][53][54][55][56][57][58][59][60]
A 2015 retrospective longitudinal study showed that firefighters are at higher risk for certain types of cancer. Firefighters had mesothelioma, which is caused by asbestos exposure, at twice the rate of the non-firefighting working population. Younger firefighters (under age 65) also developed bladder cancer and prostate cancer at higher rates than the general population. The risk of bladder cancer may be present in female firefighters, but research is inconclusive as of 2014.[61][62] Preliminary research from 2015 on a large cohort of US firefighters showed a direct relationship between the number of hours spent fighting fires and lung cancer and leukemia mortality in firefighters. This link is a topic of continuing research in the medical community, as is cancer mortality in general among firefighters.[63]
In addition to epidemiological studies, mechanistic studies have used biomarkers to investigate exposures' effects on biological changes that could be related to cancer development. Several of these studies have found evidence of DNA damage, oxidative stress, and epigenetic changes related to firefighters' exposures.[64][65][66][67][68][69][70]
Firefighters regularly encounter carcinogenic materials and hazardous contaminants, which is thought to contribute to their excess cancer risk. Dozens of chemicals classified by the International Agency for Research on Cancer (IARC) as known or probable carcinogens have been identified on the fireground.[71][72] Several studies have documented airborne and/or dermal exposures to carcinogenic compounds during firefighting, as well as contamination on turnout gear and other equipment worn by firefighters.[73][74][75][76][77] Some of these compounds have been shown to absorb into firefighters' bodies.[78][79]
In addition to chemical exposures, firefighters often work 24-hr shifts or longer, and may respond to emergencies at night. Night shift work has been classified as a probable human carcinogen by IARC.[80] Some firefighters also work with hazardous materials and trained to control and clean up these dangerous materials, such as oil spills and chemical accidents. As firefighters combat a fire and clean up hazardous materials, there is a risk of harmful chemicals coming in contact with their skin if it penetrates their personal protective equipment (PPE).[60] In June 2022, IARC classified occupational exposure as a firefighter as "carcinogenic to humans."[81]
Firefighters are in addition to carcinogenic chemicals, firefighters can be exposed to radiation (alpha radiation, beta radiation, and gamma radiation).[82]
There are many types of firefighters. Most research on firefighters' cancer risk has involved structural or municipal career firefighters. Wildland firefighters are specially trained firefighters tasked with controlling forest fires. They frequently create fire lines, which are swathes of cut-down trees and dug-up grass placed in the path of the fire. This is designed to deprive the fire of fuel. Wildland firefighting is a physically demanding job with many acute hazards. Wildland firefighters may hike several miles while carrying heavy equipment during the wildfire season, which has increased in duration over time, especially in the western United States. Unlike structural firefighters, wildland firefighters typically do not wear respiratory protection, and may inhale particulate and other compounds emitted by the wildfires. They also use prescribed fires to burn potential fire fuel under controlled conditions.[83] To examine cancer risk for wildland firefighters, a risk assessment was conducted using an exposure-response relationship for risk of lung cancer mortality and measured particulate matter exposure from smoke at wildfires. This study concluded that wildland firefighters could have an increased risk of lung cancer mortality.[84] The research on cancer for other subspecialty groups of firefighters is limited, but a recent study of fire instructors in Australia found an exposure-response relationship between training exposures and cancer incidence.[85]
Due to the lack of central and comprehensive sources of data, research on cancer rates amongst firefighters has been challenging.[42][86][87][88] On July 7, 2018, Congress passed the Firefighter Cancer Registry Act of 2018 requiring the Centers for Disease Control and Prevention to create the National Firefighter Registry designed to collect data on cancer rates among U.S. firefighters.[89][90][91]
Mental stress
[edit]
As with other emergency workers, firefighters may witness traumatic scenes during their careers. They are thus more vulnerable than most people to certain mental health issues such as post-traumatic stress disorder[92][93] and suicidal thoughts and behaviors.[94][95] Among women in the US, the occupations with the highest suicide rates are police and firefighters, with a rate of 14.1 per 100 000, according to the National Center for Injury Prevention and Control, CDC.[96] Chronic stress over time attributes to symptoms that affect first responders, such as anxiousness, irritability, nervousness, memory and concentration problems can occur overtime which can lead to anxiety and depression. Mental stress can have long lasting affects on the brain.[97] A 2014 report from the National Fallen Firefighters Foundation found that a fire department is three times more likely to experience a suicide in a given year than a line-of-duty death.[98] Mental stress of the job can lead to substance abuse and alcohol abuse as ways of coping with the stress.[99] The mental stress of fire fighting has many different causes. There are those they see on duty and also what they miss by being on duty. Firefighters schedules fluctuate by district. There are stations where fire fighters work 48 hours on and 48 hours off, whereas some allow 24 hours on and 72 hours off.[100] The mental impact of missing a child's first steps or a ballet recital can take a heavy impact on first responders. There is also the stress of being on opposite shifts as a spouse or being away from family.
When not on the scene of an emergency, firefighters remain on call at fire stations, where they eat, sleep, and perform other duties during their shifts. Hence, sleep disruption is another occupational hazard that they may encounter at their job.[76]
Occupational hearing loss
[edit]
Another long-term risk factor from firefighting is exposure to high levels of sound, which can cause noise-induced hearing loss (NIHL) and tinnitus.[101][102] NIHL affects sound frequencies between 3,000 and 6,000 Hertz first, then with more frequent exposure, will spread to more frequencies.[102] Many consonants will be more difficult to hear or inaudible with NIHL because of the higher frequencies effected, which results in poorer communication.[102] NIHL is caused by exposure to sound levels at or above 85dBA according to NIOSH and at or above 90dBA according to OSHA.[102] dBA represents A-weighted decibels. dBA is used for measuring sound levels relating to occupational sound exposure since it attempts to mimic the sensitivity of the human ear to different frequencies of sound.[102] OSHA uses a 5-dBA exchange rate, which means that for every 5dBA increase in sound from 90dBA, the acceptable exposure time before a risk of permanent hearing loss occurs decreases by half (starting with 8 hours acceptable exposure time at 90dBA).[102][103] NIOSH uses a 3-dBA exchange rate starting at 8 hours acceptable exposure time at 85dBA.[102][104]
The time of exposure required to potentially cause damage depends on the level of sound exposed to.[104] The most common causes of excessive sound exposure are sirens, transportation to and from fires, fire alarms, and work tools.[101] Traveling in an emergency vehicle has shown to expose a person to between 103 and 114dBA of sound. According to OSHA, exposure at this level is acceptable for between 17 and 78 minutes[103] and according to NIOSH is acceptable for between 35 seconds and 7.5 minutes [104] over a 24-hour day before permanent hearing loss can occur. This time period considers that no other high level sound exposure occurs in that 24-hour time frame.[104] Sirens often output about 120 dBA, which according to OSHA, 7.5 minutes of exposure is needed[103] and according to NIOSH, 9 seconds of exposure is needed[104] in a 24-hour time period before permanent hearing loss can occur. In addition to high sound levels, another risk factor for hearing disorders is the co-exposure to chemicals that are ototoxic.[105]
The average day of work for a firefighter can often be under the sound exposure limit for both OSHA and NIOSH.[102] While the average day of sound exposure as a firefighter is often under the limit, firefighters can be exposed to impulse noise, which has a very low acceptable time exposure before permanent hearing damage can occur due to the high intensity and short duration.[101]
There are also high rates of hearing loss, often NIHL, in firefighters, which increases with age and number of years working as a firefighter.[101][106] Hearing loss prevention programs have been implemented in multiple stations and have shown to help lower the rate of firefighters with NIHL.[102] Other attempts have been made to lower sound exposures for firefighters, such as enclosing the cabs of the firetrucks to lower the siren exposure while driving.[102] NFPA (National Fire Protection Association) is responsible for occupational health programs and standards in firefighters which discusses what hearing sensitivity is required to work as a firefighter, but also enforces baseline (initial) and annual hearing tests (based on OSHA hearing maintenance regulations).[101] While NIHL can be a risk that occurs from working as a firefighter, NIHL can also be a safety concern for communicating while doing the job as communicating with coworkers and victims is essential for safety.[101] Hearing protection devices have been used by firefighters in the United States.[102] Earmuffs are the most commonly used hearing protection device (HPD) as they are the most easy to put on correctly in a quick manner.[102] Multiple fire departments have used HPDs that have communication devices built in, allowing firefighters to speak with each other at safe, but audible sound levels, while lowering the hazardous sound levels around them.[102]
Types of coverage and workload
[edit]
See also: Volunteer fire department and Retained firefighter
In a country with a comprehensive fire service, fire departments must be able to send firefighters to emergencies at any hour of day or night, to arrive on the scene within minutes. In urban areas, this means that full-time paid firefighters usually have shift work, with some providing cover each night. On the other hand, it may not be practical to employ full-time firefighters in villages and isolated small towns, where their services may not be required for days at a time. For this reason, many fire departments have firefighters who spend long periods on call to respond to infrequent emergencies; they may have regular jobs outside of firefighting.[107][108]
Whether they are paid or not varies by country. In the United States and Germany, volunteer fire departments provide most of the cover in rural areas. In the United Kingdom[107] and Ireland,[109] by contrast, actual volunteers are rare. Instead, "retained firefighters" are paid for responding to incidents, along with a small salary for spending long periods of time on call.[107][108] The combined fire services of the United Kingdom retain around 18,000 retained firefighters alongside their wholetime colleagues.[107] In both the UK and Ireland retained firefighters make up the majority of active firefighting personnel.[109] Their training, qualifications, and range of possible deployments, are all comparable to wholetime firefighters.[107] Retained firefighters are required to live or work within a set radius of their assigned fire station - in the United Kingdom this is usually 1 mile (1.6 km),[108] and in Ireland 2 miles (3.2 km).[109]
Firefighting around the world
[edit]
A key difference between many countries' fire services is what the balance is between full-time and volunteer (or on-call) firefighters. In the United States and United Kingdom, large metropolitan fire departments are almost entirely made up of full-time firefighters. On the other hand, in Germany and Austria,[110] volunteers play a substantial role even in the largest fire departments, including Berlin's, which serves a population of 3.6 million. Regardless of how this balance works, a common feature is that smaller urban areas have a mix of full-time and volunteer/on-call firefighters. This is known in the United States as a combination fire department. In Chile and Peru, all firefighters are volunteers.[111]
Another point of variation is how the fire services are organized. Some countries like the Czech Republic, Israel and New Zealand have a single national fire service. Others like Australia, the United Kingdom and France organize fire services based on regions or sub-national states. In the United States, Austria, Germany and Canada, fire departments are run at a municipal level.
Atypically, Singapore and many parts of Switzerland have fire service conscription.[112][113] In Germany, conscription can also be used if a village does not have a functioning fire service. Other unusual arrangements are seen in Denmark, where most fire services are run by private companies,[114] and in France, where two of the country's fire services (the Paris Fire Brigade and the Marseille Naval Fire Battalion) are part of the armed forces; similarly, the national fire service of Monaco is part of the Military of Monaco and maintains an armoury of sidearms for use by firefighters during civil defence operations.
Another way in which a firefighter's work varies around the world is the nature of firefighting equipment and tactics. For example, American fire departments make heavier use of aerial appliances, and are often split between engine and ladder companies. In Europe, where the size and usefulness of aerial appliances are often limited by narrow streets, they are only used for rescues, and firefighters can rotate between working on an engine and an aerial appliance. [115][114] A final point in variation is how involved firefighters are in emergency medical services.
Communication and command structure
[edit]
The expedient and accurate handling of fire alarms or calls are significant factors in the successful outcome of any incident. Fire department communications play a critical role in that successful outcome. Fire department communications include the methods by which the public can notify the communications center of an emergency, the methods by which the center can notify the proper fire fighting forces, and the methods by which information is exchanged at the scene. One method is to use a megaphone to communicate.
A telecommunicator (often referred to as a 000 Operator in Australia[116]) has a role different from but just as important as other emergency personnel. The telecommunicator must process calls from unknown and unseen individuals, usually calling under stressful conditions. He/she must be able to obtain complete, reliable information from the caller and prioritize requests for assistance. It is the dispatcher's responsibility to bring order to chaos.
While some fire departments are large enough to utilize their own telecommunication dispatcher, most rural and small areas rely on a central dispatcher to provide handling of fire, rescue, and police services.
Firefighters are trained to use communications equipment to receive alarms, give and receive commands, request assistance, and report on conditions. Since firefighters from different agencies routinely provide mutual aid to each other, and routinely operate at incidents where other emergency services are present, it is essential to have structures in place to establish a unified chain of command, and share information between agencies. The U.S. Federal Emergency Management Agency (FEMA) has established a National Incident Management System.[117] One component of this system is the Incident Command System.
All radio communication in the United States is under authorization from the Federal Communications Commission (FCC); as such, fire departments that operate radio equipment must have radio licenses from the FCC.
Ten codes were popular in the early days of radio equipment because of poor transmission and reception. Advances in modern radio technology have reduced the need for ten-codes and many departments have converted to simple English (clear text).
Ranks
[edit]
Many firefighters are sworn members with command structures similar to the military or police. They do not usually have general police powers (although some firefighters in the United States have limited police powers, like fire police departments), though certain fire safety officials (such as fire marshals or fire safety inspectors) do possess extensive police powers in connection with their work of enforcement and control in regulatory and emergency situations. In some countries fire fighters carry, or have access to, firearms, including some US fire marshals, and the Corps des Sapeurs-Pompiers of Monaco which is a military unit providing civilian fire cover.
The nomenclature of firefighting varies from country to country. The basic unit of firefighters is known as a "company" in many countries, including the United States, with its members typically working on the same engine. A "crew" or "platoon" is a subdivision of a company who work on the same shift. In British and Commonwealth fire services the firefighters of each station are more typically organised around a "watch" pattern, with several watches (usually four) working on a shift basis, as a separate "crew" for each engine or specialist appliance at that station.[118]
Firefighter equipment
[edit]
Main article: Glossary of firefighting equipment
A partial list of some equipment typically used by firefighters:
Hand tools, such as
Flat-head and pick-head axe
Pike pole
Halligan bar
Flashlight
Spanner wrench
Circular ("K-12"), Cutters Edge and chain saws
Hydraulic rescue tools such as spreaders, cutters, and rams
Personal protective equipment ("PPE") designed to withstand water and high temperatures, such as
Bunker gear, including turnout jacket and pants
Self-contained breathing apparatus (SCBA)
Helmet, face mask and visor; climbing helmets
Safety boots, gloves, and Nomex and Carbon flash hoods
Personal alert safety system (PASS) device
Handheld radio, pager, or other communication devices
Thermal imaging camera
Gas detector
History
[edit]
For broader coverage of this topic, see History of firefighting.
Although people have fought fires since there have been valuable things to burn, the first instance of organized professionals combating structural fires occurred in ancient Egypt. Likewise, fire fighters of the Roman Republic existed solely as privately organized and funded groups that operated more similarly to a business than a public service; however, during the Principate period, Augustus revolutionized firefighting by calling for the creation of a fire guard that was trained, paid, and equipped by the state, thereby commissioning the first truly public and professional firefighting service. Known as the Vigiles, they were organised into cohorts, serving as a night watch and city police force in addition to their firefighting duties.
The earliest American fire departments were volunteers, including the volunteer fire company in New Amsterdam, now known as New York.[119] Fire companies were composed of citizens who volunteered their time to help protect the community. As time progressed and new towns were established throughout the region, there was a sharp increase in the number of volunteer departments.
In 1853, the first career fire department in the United States was established in Cincinnati, Ohio, followed four years later by St. Louis Fire Department. Large cities began establishing paid, full-time staff in order to try to facilitate greater call volume.
City fire departments draw their funding directly from city taxes and share the same budget as other public works like the police department and trash services. The primary difference between municipality departments and city departments is the funding source. Municipal fire departments do not share their budget with any other service and are considered to be private entities within a jurisdiction. This means that they have their own taxes that feed into their budgeting needs. City fire departments report to the mayor, whereas municipal departments are accountable to elected board officials who help maintain and run the department along with the chief officer staff.[120]
Fundraisers
[edit]
Funds for firefighting equipment may be raised by the firefighters themselves, especially in the case of volunteer organizations.[121] Events such as pancake breakfasts and chili feeds are common in the United States.[122][123] Social events are used to raise money include dances, fairs, and car washes.
See also
[edit]
Firefighting apparatus – Vehicle for use during firefighting operations
Firefighter arson – Phenomenon of arsonist firefighters
USAF Firefighting
Incident Command System – Standardized approach to command, control, and coordination of emergency response
Index of firefighting articles
International Firefighters' Day – Observance (May 4)
Rescue – Operations for life saving, removal from danger and liberation from restrain
Smokejumper – Skydiving wildland firefighters
Women in firefighting
References
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.tag {font-size:2em; padding: 1em 0;} .main h2 { border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block;} .social a{font-size:1.7em; border:none;} We’re here for you when emergency strikes. Our Mission The Detroit Fire Department is dedicated to ensuring your safety and well-being. We go beyond just firefighting – our mission is to create a secure environment for each one of you, our cherished residents, and visitors. Our robust system of public education initiatives, we strive to empower you with the knowledge needed to prevent emergencies and protect your loved ones. Our commitment extends to the rigorous enforcement of fire codes, ensuring that every corner of our city adheres to the highest safety standards. We are a part of your community, a familiar face dedicated to safeguarding the place we all call home. Together, let's build a safer, stronger Detroit. Get the latest on our social channels .dt-green h3{padding: .5em 0 0 1em; color: #feb70d; font-size: 2.5em;} .dt-green p {padding: 0 0 0 1em;font-size:2em;} .more-link a {border: solid #ffff;} Join Us, it will change your life. Apply Now .content-refresh h3 {font-size: 24px; font-style: italic; border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block;} .content-refresh {padding-left: 0; font-size: 20px; line-height: 1.7em;} .btns-only .views-col.col-1, .btns-only .views-col.col-2 {width: 100% !important;} .embd-buttons div {padding: 0 !important;} .arpa-dollars strong {font-weight: 900;} .arpa-dollars .arpa-amount {text-align: center; background: #9fd5b3; padding: 1em 0; font-size: 20px;} .arpa-link a {text-transform: uppercase; font-weight: 900;} .caret-link a, .caret-link a:hover {font-size: 1.3em; margin: 20px auto; display: inline-block; border: none;} .caret-link a::after {font: bold 20px "Font Awesome\ 5 Free"; content: "\f105"; position: relative; top: 1px; left: 5px;} .arpa-ctas p.text-align-center a {background: #004445; color: #fff; display: block; font-weight: 900; font-size: 20px; text-transform: uppercase; padding: 20px;} .cats a.dt-yellow {background: #feb70d; display: inline-block; min-height: 16em; border: none;} .cats a.dt-yellow:hover {background: #004445;} .cats .arpa-amount {float: right; color: #feb70d; font-weight: 900; padding: 15px;} .cats .arpa-category {font-weight: 900; position: relative; top: 0px;} .cats .arpa-cat-desc {padding: 10px 15px; position: relative; top: -10px;} .cats .arpa-category {padding: 15px 15px 5px 15px;} HANDS ONLY CPR Learn CPR using hands only FIRE MARSHAL INVOICES Search by invoice number received FIRE HYDRANT USE Get information on the use of fire hydrants and more .content-refresh h3 { font-size: 24px; font-style: italic; border-bottom: 5px solid #feb70d; margin: 0 0 .7em 0; display: inline-block; } .content-refresh { padding-left: 0; line-height: 1.7em; } .btns-only .views-col.col-1, .btns-only .views-col.col-2 { width: 100% !important; } .embd-buttons div { padding: 0 !important; } .arpa-dollars strong { font-weight: 900; } .arpa-dollars .arpa-amount { text-align: center; background: #9fd5b3; padding: 1em 0; font-size: 20px; } .arpa-link a { text-transform: uppercase; font-weight: 900; } .caret-link a, .caret-link a:hover { font-size: 1.3em; margin: 20px auto; display: inline-block; border: none; } .caret-link a::after { font: bold 20px "Font Awesome\ 5 Free"; content: "\f105"; position: relative; top: 1px; left: 5px; } .arpa-ctas p.text-align-center a { background: #004445; color: #fff; display: block; font-weight: 900; font-size: 20px; text-transform: uppercase; padding: 20px; } .arpa123 { background: #004445; width: 80px; height: 80px; border-radius: 50%; color: #fff; font-weight: 900; text-align: center; padding: 18px; font-size: 30px; margin-right: 25px; float: left; } .arpa-123btns a:hover { color: #004445; } .container a .arpa123, .container .arpa123 a { color: #fff !important; } .arpa-123btns p { margin-top: 1em; } .arpa-cats .col-lg-4 a { background: #004445; display: inline-block; color: #fff; min-height: 16em; border: none; } .arpa-cats .arpa-amount { float: right; color: #feb70d; font-weight: 900; padding: 15px; } .arpa-cats .arpa-category { font-weight: 900; position: relative; top: 0px; } .arpa-cats .arpa-cat-desc { padding: 10px 15px; position: relative; top: -10px; } .arpa-cats .arpa-category { padding: 15px 15px 5px 15px; } COMMUNICATIONS Answers your 911 calls and dispatches the correct resources to your door COMMUNITY RELATIONS Provides fire safety education and information to the citizens and media EMERGENCY MEDICAL SERVICES The EMS provides care including advanced life support response FIRE INVESTIGATION Investigates all fires with injuries or of a suspicious nature FIRE OPERATIONS Deals with fire suppression, medical, rescue, and hazardous materials FIRE PREVENTION/PLANS & EXAMS Inspects, certifies, and ensures fire code compliance for properties FIRE BOAT Riverfront water rescues along with advanced fire suppression TRAINING Offering state firefighters the latest technology and techniques PHOTO GALLERY See us in action or at events, who knows you might see yourself
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City of Detroit
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https://detroitmi.gov/departments/detroit-fire-department
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Our Mission
The Detroit Fire Department is dedicated to ensuring your safety and well-being. We go beyond just firefighting – our mission is to create a secure environment for each one of you, our cherished residents, and visitors. Our robust system of public education initiatives, we strive to empower you with the knowledge needed to prevent emergencies and protect your loved ones. Our commitment extends to the rigorous enforcement of fire codes, ensuring that every corner of our city adheres to the highest safety standards.
We are a part of your community, a familiar face dedicated to safeguarding the place we all call home. Together, let's build a safer, stronger Detroit.
Detroit Fire Department FAQ
How does a person become a Detroit firefighter?
The City of Detroit establishes an eligibility list for the position of Firefighter every two years or as economic budget constraints allows and through a selection process.
The selection process:
Application
Applicants must be at least 18 years of age, a United States citizen, possess a valid motor vehicle operator’s license, and possess a high school diploma or G.E.D. (at time of appointment). The Detroit Civil Service Commission will notify applicants of the time and place to report for your examinations.
(Phase 1) Written Exam (Phase 2) Physical Capability Testing and Oral Assessment
The initial testing will be conducted under the direction of the Detroit Municipal Civil Service Commission. Those applicants who score sufficiently high enough will proceed to the next level. Information about the CPAT (Candidate Physical Agility Test) can be found here.
Background Investigation
A personal history questionnaire will be required from each candidate along with a pre-interview and fingerprints. Candidates also will sign waivers allowing the Background Officer to conduct an extensive background investigation. At this time, the candidate must submit a high school diploma or G.E.D.
Oral Interview
The candidate will be required to go before an Oral Interview Board consisting of Fire Department and Human Resources representatives.
Medical/Stress and Psychological Evaluation
This step will involve a physical examination including vision and cardiovascular stress tests. Candidates must be free of dependence and addiction to narcotics, alcohol or other controlled substances. The vision requirements state that vision must be correctable to 20/30 and no more than 20/100 binocular uncorrected in each eye. Candidates will also be evaluated for psychological fitness for a career in emergency services.
Appointment
Firefighter candidate names will be submitted to the Executive Fire Commissioner for final selection and appointment to the Detroit Fire Department’s Training Academy. Fire candidates will be notified by letter of an appointment date to report to the Fire Academy. Fire recruits will be required to successfully complete approximately five months of paid training when they enter the Detroit Fire Academy. All trainees will be required to successfully complete a one-year probation from date of appointment.
How do I obtain a copy of a fire report?
Customers may request a fire report by emailing [email protected].
You will be directed to fill out a form for your request, be sure to read the form carefully and attach all requested documentation. All fire report requests must verify identity with Valid ID and residency documents (lease, bill, DHS paperwork etc). All fire report requests made via email must complete and attach a fire report request from.
You may call 313.596.2954 for emergency circumstances fire report requests, Mon-Fri 8am - 5pm.
Obtaining a fire report:
A fire report may be obtained 24hrs. after a fire incident by calling Fire Marshal Budget Operations
In order to obtain a fire report you must be able to show proof of residency or ownership
Fire reports can be picked up at the Fire Marshal Budget Operations Office.
3rd party adjusters and non owners can also contact the Fire Marshal Budget Operations Office for more info.
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https://fasny.com/osha-fire-brigade-standard-1910-156/
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Changes to the OSHA Fire Brigade Standard (1910.156) Will Impact Your Department
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The Federal Occupational Safety and Health Administration (OSHA) recently proposed significant changes to the OSHA Fire Brigade Standard (1910.156).
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FASNY
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https://fasny.com/osha-fire-brigade-standard-1910-156/
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The Federal Occupational Safety and Health Administration (OSHA) recently proposed significant changes to the OSHA Fire Brigade Standard (1910.156). The new OSHA 1910.156 rule (Emergency Response Standard), if approved in its current form, will dramatically change the face of the fire service in New York and across the nation. The tumultuous impact created by these changes will be felt by volunteer, combination and career departments alike.
While the goal of the new rule is to further protect the safety of emergency responders, it was crafted in a vacuum and does not reflect the challenges that emergency response agencies face in the real world. While the fire service fully agrees that responder safety is of paramount importance, that goal must be balanced with the abilities and resources of the agencies responsible for those individuals. After careful review, it is apparent that many of the changes and new requirements will negatively impact already struggling response agencies. In fact, the new standard could hamper recruitment and retention efforts and even cause many current firefighters to leave the service. Despite its bureaucratic “good intentions”, this new rule could actually decrease firefighter health and safety.
The 608-page document published by OSHA contains data and stories as to why the changes are needed. Based on our real-world experience, we question the reliability of some of the data and theories used to produce this proposal. Rather, there are less intrusive actions that fire service organizations could take that would have immediate positive impacts on firefighter safety and create little or no additional burdens. Several of these areas have been untouched by the proposed standard, while costly and time-consuming requirements have made their way into the proposed regulation. Twenty-two National Fire Protection Association (NFPA) standards have been fully incorporated into the new OSHA standard by reference, with another fourteen included in part. This means that any place the NFPA standard says “shall” or “must” the AHJ would be responsible to adhere to them.
These changes will have major implications on every AHJ, fire officer and firefighter. Our concern here is not merely that they are unfunded mandates. The unattainable nature of this proposed standard virtually ensures that many departments will be in non-compliance.
The proposed changes have been published in the Federal Register and are currently in a comment period that has been extended until July 22.
The fire service must be united in their response to this potentially devastating governmental action. This includes involvement by your fire service organization. We need you to inform your department of this situation and ask them to request that the comment period be extended further and that OSHA hold an “in person” hearing where testimony can be presented.
Every department should review the proposed rulemaking and submit comments on how it would negatively impact their organization. They should also inform the public of these negative impacts and ask them to file comments too.
The importance of filing immediate comments cannot be overstated.
The OSHA document can be found here: Emergency Response Standard; Proposed Rule | Occupational Safety and Health Administration (osha.gov)
The heart of the proposed regulation is here: Section 1910.156, Emergency Response (osha.gov)
Additional US Department of Labor resources: Emergency Response Rulemaking | Occupational Safety and Health Administration (osha.gov)
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https://albanyny.gov/274/Fire-Emergency-Services
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Fire and Emergency Services
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https://albanyny.gov/images/favicon.ico
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https://albanyny.gov/images/favicon.ico
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Learn more about the Albany Department of Fire and Emergency Services.
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The mission of the Albany Fire Department is to provide protection of life, property, and the environment from the effects of fire, medical emergencies, and hazards in the safest, most efficient manner possible.
Overview
The City of Albany Fire Department was organized on June 1, 1867 as a Career Fire Department.
Firefighters assigned to line companies work a 24 hour shift with a 4 platoon system.
"All Hazards" Fire Department
The Albany Fire Department is considered an "All Hazards" Fire Department. In addition to fire response, Albany Firefighters respond to Medical Emergencies, Hazardous Materials Incidents, Technical Rescue and Maritime Emergencies. The Albany Fire Department also provides Fire Investigation and Prevention, as well as Community Education.
The Albany Fire Department is the primary provider for Emergency Medical Services within the City of Albany. It operates as a two-tier response system with "Basic Life Support" provided by Engine, Ladder, and Heavy Rescue companies, while "Advanced Life Support" is primarily provided by 3 Paramedic Rescue Companies and 1 Paramedic Engine Company. All Front Line Companies are equipped to provide "Advanced Life Support".
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https://fire.lacounty.gov/be-a-firefighter/
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Be A Fire Fighter
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2024-01-26T14:40:07-08:00
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#Page Content #Page Content
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County of Los Angeles Fire Department
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https://fire.lacounty.gov/be-a-firefighter/
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Deputy Fire Chief Robert Harris started his career at the age of 19 after he was appointed reserve firefighter with the City of Montebello Fire Department.
Chief Harris began his service with the County of Los Angeles Fire Department on May 8, 1992. During his tenure with the Department, he has promoted through the ranks from Firefighter, Fire Fighter Paramedic, Fire Inspector, Fire Fighter Specialist, Fire Captain, Battalion Chief, Assistant Fire Chief, Acting Deputy Fire Chief, and Deputy Fire Chief, Central Regional Operations Bureau, effective June 1, 2024.
Over the years, Chief Harris has attended Dillard University (New Orleans), the University of Southern California, Long Beach Community College, and Compton Community College. Chief Harris is a graduate of Columbia Southern University with a Bachelor of Science degree in Fire Administration.
Throughout his 33 years of service with the County of Los Angeles Fire Department, Chief Harris has also served as a member of the Department’s international Urban Search and Rescue Team. He has traveled and provided rescue efforts around the globe. For more than four years, he served as the program manager of our elite rescue team and was the Department’s primary point-of-contact with our state, federal, and international partners.
In his spare time, he enjoys spending time with family and riding motorcycles. Chief Harris has a true passion for mentoring others who are seeking a career in the fire service. He believes in the motto, “each one, reach one”.
Fire Chief Anthony C. Marrone has been a member of the County of Los Angeles Fire Department for 38 years and a chief officer for the past 26 years. Prior to his appointment by the County of Los Angeles Board of Supervisors as the tenth Fire Chief and Forester and Fire Warden, Chief Marrone served as the Interim Fire Chief.
Chief Marrone leads one of the largest metropolitan emergency services agencies in the United States, providing traditional fire and life safety services to more than 4.1 million residents and commercial business customers in 60 cities served by the Department, in addition to 120 unincorporated areas of Los Angeles County within its 2,311-square-mile service delivery area. The Department operates out of 176 fire stations, with 5,000 emergency responders and business professionals operating with an annual budget of just over $1.6 billion. In addition, the Department provides lifeguard, air and wildland, hazardous materials, homeland security, health hazardous materials, forestry, and urban search and rescue services throughout the County. The Department’s urban search and rescue team, known internationally as USA-2, is one of only two highly specialized teams available for international response through a cooperative agreement with the Bureau for Humanitarian Assistance.
Chief Marrone’s well-established career combines broad experience in both emergency and business operations with an extensive list of accomplishments and assignments, including leading and managing Business Operations, the Leadership and Professional Standards Bureau, Special Services Bureau, Emergency Medical Services Bureau, East Regional Operations Bureau, and Central Regional Operations Bureau, in addition to special projects. He has also directly managed routine and complex wildland fires and other significant all-risk incidents.
During his career with the Department, Chief Marrone has served on the Los Angeles County Emergency Preparedness Commission, the FIRESCOPE Board of Directors, Legal Exposure Reduction Committee, County Emergency Operations Center Team Lead, and as an Incident Commander on one of the Department’s three Incident Management Teams.
Chief Marrone looks forward to collaborating with the Board of Supervisors, labor unions, stakeholder organizations, members of the Department, and the residents and communities we serve, to further stabilize the Department’s budget, increase our diversity, equity, and inclusion efforts, and expand emergency services and community risk reduction programs.
Deputy Fire Chief William L. Mayfield Jr. is a 35-year veteran of the County of Los Angeles Fire Department (LACoFD). He began his fire service career in 1988. He has held the ranks of firefighter, firefighter specialist, fire captain, battalion chief, assistant fire chief, and deputy fire chief.
Chief Mayfield currently manages the Training and Emergency Medical Services Bureau. Emergency medical services is responsible for paramedic training, certification, equipment, quality improvement, and legal aspects for all basic and advanced emergency medical services provided by the LACoFD. Training Services is responsible for training all new firefighters and conducting ongoing in-service training sessions for all members. Training Services develops training materials, organizes classes and training programs for recruits and refresher courses for other Department personnel.
Chief Mayfield’s previous assignment was to command and lead the Central Regional Operations Bureau. In that role, he provided leadership for four divisions, seven battalions, 55 fire stations within 22 cities, and over 1,600 firefighting and lifeguard personnel. The Lifeguard Division provides water rescue and medical services to 11 cities and consists of specialized and trained professionals who protect Catalina Island and 72 miles of sandy beaches and open water.
As an assistant fire chief, Chief Mayfield’s assignment was managing Division 4 of the East Regional Operations Bureau, consisting of three battalions, 12 cities and 25 fire stations. Chief Mayfield has been a chief officer for over
18 years. He has worked multiple operational, administrative, and special assignments throughout his career, including Fire Prevention, Command and Control, and several field commands.
As an incident commander, Chief Mayfield also assists in managing the LACoFD’s Incident Management Team 1.
Deputy Fire Chief Mike Inman has worked as a fire service professional for over 40 years. Chief Inman started his career in 1983, as a reserve firefighter with the Monterey Park Fire Department. In 1986, he was hired as a firefighter with the County of Los Angeles Fire Department (LACoFD) and has promoted through the ranks as a firefighter paramedic, firefighter specialist, fire captain, battalion chief, and assistant fire chief.
In November 2023, Chief Inman was assigned to the East Regional Operations Bureau and was officially promoted to deputy fire chief on March 1, 2024. In this role, he led and managed four divisions with 1,400 personnel, 10 battalions, and 76 fire stations serving 34 cities.
Currently, Chief Inman is assigned to the Special Services Bureau where he leads a team of nearly 300 professional staff with 113 dedicated dispatch personnel dispatching more than 449,000 calls for services each year, 94 professional trades personnel that provide facility maintenance and oversee construction of new and replacement structures for over 260 facilities, and over 55 mechanics responsible for repairing, outfitting, and maintaining a fleet of more than 1,900 Department vehicles and emergency apparatus. Chief Inman also oversees the LACoFD’s Equipment Development Committee.
Well versed in emergency management, Chief Inman became a pioneer in the urban search and rescue program that included several national deployments. For over 23 years, he has held various incident command system positions as part of the United States Forest Service Type 2 Incident Management Team (IMT) and served as the operations section chief and operations branch director with the Cal Fire Type 1 IMT. Since 1998, Chief Inman has served in various capacities on the LACoFD Incident Management Teams.
Chief Inman is a certified California State Fire Marshal Chief Officer, and a graduate of the Executive Leadership Development Program and Public Safety Leadership Program at the University of Southern California, Sol Price School of Public Policy. He teaches FEMA and California Incident Command Certification System (CICCS) courses and is a qualified incident commander, operations section chief, safety officer, and division supervisor.
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Deputy Fire Chief Dennis Breshears started his fire service career at the age of 23 after he was appointed to the Monrovia Fire Department on February 24, 1994. Chief Breshears then accepted a position with the Orange County Fire Authority in 1999 and began his service with the County of Los Angeles Fire Department (LACoFD) in December 2000.
Chief Breshears steadily promoted through the ranks from firefighter, firefighter paramedic, firefighter specialist, fire captain, battalion chief, assistant fire chief, and deputy fire chief on December 16, 2021.
Over the years, Chief Breshears attended Lutheran High School (La Verne, California), Glendale College, Cal Poly San Luis Obispo, Kaplan University, and California State University, Long Beach. He holds a Bachelor’s degree in Fire and Emergency Management and a Master’s degree in Emergency Services Administration.
For more than three years, Chief Breshears served as the Chief of the Professional Performance Section. As a captain, he also completed a special assignment as the LACoFD’s incident command system coordinator. Chief Breshears is a state-certified instructor and Type II Operations Section Chief and Deputy Incident Commander for the LACoFD Incident Management
Team 1.
In June 2021, Chief Breshears was selected to serve on the FIRESCOPE Task Force. He is currently assigned as the deputy fire chief over the North Regional Operations Bureau.
In his spare time, he enjoys spending time with his family and restoring classic cars. While he is very proud of his profession, he considers being a father to three amazing daughters as his greatest accomplishment in life.
As the Chief Deputy of Business Operations, Theresa Barrera oversees the Fire Department’s $1.6 billion budget and provides executive oversight of the Administrative Services, Special Services, and Prevention Services Bureaus, the Planning and Grants and Executive Support Divisions, and the Compliance Office.
Chief Barrera joined the Fire Department in 2004 and served as the Assistant Chief and Chief of the Financial Management Division. In 2022, Chief Barrera was appointed as Deputy Fire Chief of the Administrative Bureau and worked closely with internal and external stakeholders to improve standard business practices, ensure administrative and fiscal compliance, and foster a workforce that is representative of the communities we serve. In 2023, Chief Barrera was appointed as the Chief Deputy of Business Operations.
Prior to joining the Fire Department, Chief Barrera held various fiscal positions at the Los Angeles County Department of Public Social Services and Auditor-Controller. Chief Barrera received a Bachelor of Science degree in Accounting from the University of Southern California.
Chief Deputy Jon F. O’Brien has worked as a fire service professional for over 33 years. Chief O’Brien started his career as a volunteer firefighter with the City of Sierra Madre. After graduating from high school, he completed paramedic training at the Los Angeles County Paramedic Training Institute and was hired by the City of Monrovia as a full-time firefighter/paramedic until he joined the County of Los Angeles in 1999.
Chief O’Brien has served in several operational and administrative assignments, promoting through the ranks to his current position as Chief Deputy of Emergency Operations. Along the way, he has worked as a flight medic in the Department’s Air Operations Section, a fire crew supervisor in the Camps Section, a recruit training captain, and a field battalion chief.
In April 2014, Chief O’Brien was assigned to the Emergency Medical Services (EMS) Bureau and was responsible for the education and training of the Department’s 3,200 emergency medical technicians and 1,250 paramedics. The following year in November 2015, Chief O’Brien was promoted to Assistant Fire Chief and assigned to Division VI in the Central Regional Operations Bureau. In July 2017, he returned to the EMS Bureau as Acting Deputy Fire Chief and was officially promoted to Deputy Fire Chief in December 2017.
In April 2020, Chief O’Brien was assigned as Deputy Fire Chief of the North Regional Operations Bureau where he oversaw the cities of Palmdale, Lancaster, Santa Clarita, and La Cañada Flintridge, as well as the Air & Wildland Division and the Technical Operations Section. He was also the incident commander of the Department’s Incident Management Team 1.
In October 2022, Chief O’Brien assumed the role of Acting Chief Deputy of Emergency Operations. As Chief Deputy, Chief O’Brien serves as second in command and is responsible for overseeing the Fire Department’s three Operations bureaus (North, Central, and East), as well as the Air and Wildland Division and the Lifeguard Division. Chief O’Brien is also responsible for the Training and Emergency Medical Services Bureau and the Homeland Security Section.
On August 23, 2023, was officially assigned as Chief Deputy of Emergency Operations.
Chief O’Brien received his Associate of Arts degree in fire science at Mount San Antonio Community College and his Bachelor of Science degree in public policy and management at the University of Southern California. He currently represents the Department on the FIRESCOPE Operations Team and the Los Angeles County Measure B Advisory Committee.
Born to immigrant parents who moved to the United States from Greece, Deputy Fire Chief Eleni Pappas was raised in Jersey City, New Jersey. After graduating from Saint Dominic’s Academy High School, she was accepted into the University of Southern California where she competed as a varsity rower, helping her team win the prestigious San Diego Crew Cup. She graduated with a bachelor’s degree during the civil unrest in May 1992.
From her college apartment, she watched Los Angeles burn and was impressed with the fire engines and tiller trucks racing across the city to extinguish the fires. She decided then and there to become a firefighter.
By 1996, Chief Pappas earned her paramedic license from Daniel Freeman Paramedic School in Inglewood. She then worked as an EMT for Goodhew Ambulance where she ran 9-1-1 calls with the Los Angeles County Fire Department (LACoFD).
A few years later, she was hired by Ventura County Fire Department and served as a firefighter for one year. She then became a firefighter with the City of Los Angeles and served there for four years. In 2001, after the attack on the World Trade Center, she was accepted into the Department’s Recruit Academy and graduated from the 109th Recruit Class later that year.
Since joining the LACoFD, she has promoted through every rank and is currently the highest-ranking woman in the Department’s history and the first-ever woman to obtain the ranks of Assistant Fire Chief and now Deputy Fire Chief.
She has worked in all three regional operations bureaus and in all 22 operations battalions. Since her promotion as a chief officer in September 2012, Chief Pappas has spent three years as the co-chairperson of the Equipment Development Committee and also managed the Department-wide implementation of the electronic patient care reporting (ePCR) system. As an Assistant Fire Chief, she was assigned to Division VI in the Central Regional Operations Bureau and managed the Fire Explorers youth mentoring program. Currently, she is assigned to the Special Services Bureau where she manages the Command and Control, Construction and Maintenance, and Fleet Services Divisions.
In August 2021, Chief Pappas successfully completed her master’s degree in Emergency Management from Cal State Long Beach.
At home, Chief Pappas enjoys gardening and spending time with her family, their dogs, parakeets, and bearded dragon. Raising her daughter is her greatest accomplishment. She cherishes spending quality time with her beautiful 12-year-old daughter who is the center of her life.
Deputy Fire Chief Vince A. Peña has been with the Los Angeles County Fire Department since 1981. Chief Peña has held the positions of firefighter, firefighter paramedic, firefighter specialist, fire camp foreman, fire captain, battalion chief, assistant fire chief, deputy fire chief, and acting chief deputy.
As a chief officer, battalion chief assignments have included Battalion 5 in Malibu, Battalion 16 in Covina, Battalion 20 in Inglewood, and Battalion 2 in San Dimas. He also served as the camp section battalion chief for the paid camps and heavy equipment unit. As an assistant fire chief, he was assigned to Division 2 in the east San Gabriel Valley and the Air & Wildland Division.
In Chief Peña’s assignment as the deputy fire chief of the North Regional Operations Bureau, he oversaw the cities of Palmdale, Lancaster, Santa Clarita, and La Cañada Flintridge, as well as the Technical Operations Section and the Air & Wildland Division. He has also served as operations section chief for the Department on many large wildland incidents and was the incident commander of the Department’s Incident Management Team 1.
Since October 2022, and following his assignment as acting chief deputy, Chief Peña has served as the deputy fire chief over the East Regional Operations Bureau.
Chief Peña attended East Los Angeles College, the University of La Verne, and the Executive Leadership Development Program for the County of Los Angeles. He also instructs incident command courses for the Fire Department and throughout the country.
Deputy Fire Chief Thomas C. Ewald has served in the professional fire services for 35 years. Chief Ewald started his career as a firefighter with the City of Cedar Rapids, Iowa Fire Department in 1986. While working in the Midwest, he attended community college and completed paramedic training. Chief Ewald joined the Los Angeles County Fire Department in 1992 where he rose through the ranks serving as firefighter, paramedic, captain, battalion chief, and assistant chief.
Chief Ewald has served as a firefighter paramedic at Universal Studios and West Hollywood; a fire inspector in East Los Angeles; an apparatus engineer in Carson and Pomona; an engine company captain in Southgate and South Los Angeles; a staff captain for the Central Regional Operations Bureau Deputy; a field battalion chief in El Monte, Commerce, Palos Verdes; the chief of Technical Operations, overseeing local, national and international Urban Search and Rescue Operations; assistant chief in Division I, covering the South Bay and Catalina Island, and as the assistant chief, overseeing the Air and Wildland Division.
During his career, Chief Ewald has been called upon to respond to manmade and natural disasters across the county and worldwide with notable incidents, including Hurricane Katrina (New Orleans), Hurricane Dean (Belize), Cyclone Nargis (Camp H.S. Smith Hawaii), 2011 Japan Earthquake and Tsunami (Ofunato) , 2011 New Zealand Earthquake (Christchurch) and 2015 Typhoon Maysak (Micronesia).
In December 2017, Chief Ewald was promoted to the rank of Deputy Fire Chief where he oversaw the Department’s Special Services Bureau consisting of three divisions: Fleet Services, Command and Control, and Construction & Maintenance.
On April 1, 2021, Chief Ewald’s tour of duty ended at Special Services and he assumed command of the Central Regional Operations Bureau. By October 2022, Chief Ewald was then assigned to oversee the North Regional Operations Bureau.
Chief Ewald holds a Bachelor of Science degree in Fire Prevention Administration from Cogswell Polytechnical College and a Master of Science degree in Leadership from the University of Southern California’s Sol Price School of Public Policy. In 2018, Chief Ewald attended the Senior Executives in State and Local Government Program at Harvard University’s Kennedy School of Government. Chief Ewald is a qualified Type 2 Incident Commander and Type 2 Operation Section Chief and provides leadership to the Department’s Incident Management Team Two.
Chief Ewald resides in Southern California with his wife and four children.
Anderson Mackey is an Acting Deputy Fire Chief for the Los Angeles County Fire Department, currently overseeing Training and the Emergency Medical Services Bureau.
Chief Mackey was born and raised in the City of Los Angeles and is a 33-year veteran of the Department. After graduating from the fire academy, he was assigned to Fire Station 103 in Pico Rivera. He was later assigned to Fire Station 105 in Compton as his second probationary station. In November 1989, Fire Fighter Mackey transferred to Fire Station 8 in West Hollywood. In January 1991, he volunteered to attend the Paramedic Training Institute. After successful completion of the six-month program, he was re-assigned to Fire Station 8 as a Fire Fighter Paramedic. In February 1992, he transferred to Fire Station 7 where he remained for the next six years. In October 1998, Mackey transferred to Fire Station 161 in Hawthorne and, 11 months later, was promoted to the rank of Fire Fighter Specialist. He was then re-assigned to Fire Station 58 in Ladera Heights. In February 2000, Mackey promoted to the rank of Fire Captain and was assigned to Fire Station 83 in Rancho Palos Verdes. By November 2000, he transferred to Fire Station 173 in Inglewood. In November 2006, Chief Mackey volunteered to head the Recruitment Unit where he managed over 50 recruiters who volunteered to give career presentations at high schools, colleges/universities, career fairs, and community events. In November 2010, Chief Mackey was promoted to the rank of Battalion Chief and was assigned to Battalion 10 in El Monte, and then Battalion 8 in Whittier. In 2011, he was transferred to Battalion 20 in Inglewood. Two years later, Chief Mackey was re-assigned to the Employee Services Section where he worked directly for the Fire Chief. In February 2018, he promoted to the rank of Assistant Fire Chief.
Chief Mackey received his diploma of completion at Dillard University, New Orleans for the Executive Development Institute. He resides in Pasadena with his beautiful wife Carmen and two lovely daughters, Denver and Blu. In his spare time, he enjoys golf, swimming, skiing, and spending time with his family and friends.
Commonly known as the Los Angeles County Fire Department, the Consolidated Fire Protection District of Los Angeles County (CFPD) is a dependent special district. As a dependent special district, the Los Angeles County Board of Supervisors acts as the CFPD’s board of directors. Fire protection districts are governed by the Fire Protection District Law of 1987 (Health & Safety Code, Section 13800 et al). The CFPD has the additional responsibilities for the Forester & Fire Warden (F&FW). In 1992, the duties of the F&FW were assigned to the CFPD and those responsibilities are found in the Los Angeles County Code 2.20.
The CFPD has a civilian oversight committee that annually reviews expenditures of the CFPD’s special tax to ensure it is expended in the manner approved by voters in 1997. Authority for the oversight committee is found in the establishing resolution for the special tax. The committee has seven members, one each appointed by each member of the Board of Supervisors, one appointed by the City Selection committee, and the director of the Los Angeles County Economy and Efficiency Committee.
Chief Deputy Dawnna B. Lawrence is the first female Chief Deputy of the Los Angeles County Fire Department.
In her role as Chief Deputy of Business Operations, Chief Lawrence oversees the Fire Department’s $1.3 billion budget and more than 800 employees in the Administrative, Prevention, and Special Services Bureaus.
Chief Lawrence initially came to the Fire Department in October 2012 as the Deputy Chief of the Administrative Services Bureau, where she served as the financial advisor to Fire Chief Daryl L. Osby in the midst of fiscal challenges, stemming from the 2008 Recession. In June 2015, Chief Lawrence was appointed to Chief Deputy of Business Operations and continues to work closely with internal and external stakeholders to ensure the financial future of the Fire Department is stable and sustainable.
Chief Lawrence is dedicated to creating an inclusive environment for all Fire Department team members through comprehensive action and sustainable policies and practices, in addition to fostering a workforce that is truly representative of the communities we serve.
Prior to joining the Fire Department, Chief Lawrence devoted 20 years climbing the ranks in administrative services at the Los Angeles County Department of Public Works (DPW), culminating in her appointment to Chief Financial Officer (CFO) in 2006. As CFO, Chief Lawrence was responsible for managing the DPW’s $2 billion operating budget. Her efforts and achievement earned Chief Lawrence a CFO of the Year nomination in the September 2012 issue of the Los Angeles Business Journal.
Earlier in her career, Chief Lawrence spent a collective five years at the Department of Health Services and the Department of the Auditor-Controller. Chief Lawrence received her Bachelor of Arts degree in Business Administration from California State University, Fullerton. She is also a member of the Government Finance Officers Association.
Chief Lawrence and her two sons are long-time residents of South Pasadena.
John R. Todd is a Registered Professional Forester in the State of California and he was employed as a forester by the Los Angeles County Fire Department from 1988 to 2012. In April 2012, John was promoted to the rank of deputy fire chief of the Prevention Services Bureau (PSB). The PSB is comprised of the Fire Prevention Division, the Forestry Division and the Health Hazardous Materials Division. Members of the Bureau serve the citizens of Los Angeles County by completing inspections and educating the community about the benefits of proper safety practices, completing building, sprinkler, and fire alarm plan checks, protecting natural resources, providing conservation education programs and advice to interested groups, using technology to assess weather, fuel moisture, and fire danger, and protecting public health and the environment from accidental releases and improper handling, storage, transportation, and disposal of hazardous materials and wastes.
John received a Bachelor of Science in Natural Resources Management from Cal Poly, San Luis Obispo in 1988. He has also completed many advanced courses in leadership, the Incident Command System, fire behavior, protection of resources, and urban search and rescue.
The dry, sunny climate and variable terrain of Southern California combine to create an environment where wildfires are a part of the natural ecosystem and an almost year-round occurrence. This ecosystem fosters a diverse fire-adapted community of plants and animals. Although human caused wildfires far outnumber naturally occurring wildfires within Los Angeles County, both have the potential to create situations where structures in the Wildland Urban Interface can be at risk. All vegetation will burn, even though irrigation has created a deceptively lush landscape of ornamental plants.
Following the loss of lives and structures during the 1993 wildfire season, the Los Angeles County Board of Supervisors created the Wildfire Safety Panel to offer recommendations that would help reduce the threat to life and property in areas prone to wildfires. One of the recommendations was to follow the findings of the Wildland Urban lnterface Task Force and another was to enforce the provisions of the Bates Bill. Jurisdictional Fire Departments were required to establish a set of guidelines and landscape criteria for all new construction in Fire Hazard Severity Zones. As a result, Fuel Modification Plans became a requirement within Los Angeles County beginning in 1996.
In the areas served by the County of Los Angeles Fire Department, all new construction, remodeling fifty percent or greater, construction of certain outbuildings and accessory structures over 120 square feet, parcel splits and subdivision/developments within areas designated as Fire Hazard Severity Zones will require a Fuel Modification Plan approval before the applicable land division, Conditional Use Permit, or Building Permit will be approved. The County of Los Angeles Fire Department Forestry Division’s Fuel Modification Unit is responsible for processing, reviewing, and approving these plans.
Cal Fire is responsible for the mapping and revisions to all Fire Hazard Severity Zones across the state. These zone designations establish minimum standards for building construction and exterior landscape features in an effort to mitigate the increasing losses from our cycle of wildfire vents. Cal Fire designates the Severity Zones for all State Responsibility Areas (SRAs). In Local Responsibility Areas (LRAs), the jurisdictional county or city determines the Severity Zones with approval from the state that are then adopted by local ordinance or city councils.
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Limerick Fire Department
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The Limerick Fire Company was organized in 1921 and chartered as a volunteer fire company in 1927. The company was chartered to service Limerick Township, Montgomery County and is one of only two fire companies servicing in Limerick Township. It received an advanced ruling from the IRS as a 501(c)(3) organization in 1988. The fire company began with twenty-seven charter members. Today, membership exceeds 250 people with 40 active firefighters. In 1927, Limerick Township was a mostly rural, primarily agricultural, community. Today, the township is a major suburban hub with a mostly residential population of over 18,000 people in more than 7,000 households.
Through the years, the Limerick Fire Company – an all volunteer service – has kept pace with the changing needs of the area through facilities, equipment, volunteers and training. These changes have been significant. The Limerick Nuclear Power Plant necessitates on-going specialized training for nuclear incidents. The construction of the Route 422 by-pass necessitated the addition of vehicle rescue services. The fire company began providing this service in 1996. This major transportation artery also brought incredible population growth.
This growth is documented in the census as the population almost tripled from the 1990 census (6,600 residents) to the 2010 census (18,074 residents)! The fire company’s emergency response volume has increased exponentially since 1990 as well.
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Rescuer trained to extinguish fires and save people
For other uses, see Firefighter (disambiguation).
"Fireman" and "Firewoman" redirect here. For other uses, see Fireman (disambiguation) and Firewoman (disambiguation).
FirefighterOccupationSynonymsFireman (PL: firemen)
Firewoman (PL: firewomen)
Activity sectors
Rescue, fire protection, civil service, public service, public safety
A firefighter (or fire fighter) is a first responder trained in firefighting, primarily to control and extinguish fires that threaten life and property, as well as to rescue persons from confinement or dangerous situations. Male firefighters are sometimes referred to as firemen (and, less commonly, female firefighters as firewomen).[1][2]
The fire service, also known in some countries as the fire brigade or fire department, is one of the three main emergency services. From urban areas to aboard ships, firefighters have become ubiquitous around the world.
The skills required for safe operations are regularly practiced during training evaluations throughout a firefighter's career. Initial firefighting skills are normally taught through local, regional or state-approved fire academies or training courses.[3] Depending on the requirements of a department, additional skills and certifications may also be acquired at this time.
Firefighters work closely with other emergency response agencies such as the police and emergency medical service. A firefighter's role may overlap with both. Fire investigators or fire marshals investigate the cause of a fire. If the fire was caused by arson or negligence, their work will overlap with law enforcement. Firefighters may also provide some degree of emergency medical service.
Duties
[edit]
Fire suppression
[edit]
A fire burns due to the presence of three elements: fuel, oxygen and heat. This is often referred to as the fire triangle. Sometimes it is known as the fire tetrahedron if a fourth element is added: a chemical chain reaction which can help sustain certain types of fire. The aim of firefighting is to deprive the fire of at least one of those elements. Most commonly this is done by dousing the fire with water, though some fires require other methods such as foam or dry agents. Firefighters are equipped with a wide variety of equipment for this purpose that include ladder trucks, pumper trucks, tanker trucks, fire hose, and fire extinguishers.
Structural firefighting
[edit]
See also Fire suppression for other techniques.
While sometimes fires can be limited to small areas of a structure, wider collateral damage due to smoke, water and burning embers is common. Utility shutoff (such as gas and electricity) is typically an early priority for arriving fire crews. In addition, forcible entry may be required in order to gain access into the structure. Specific procedures(NFPA 704)[4] and equipment are needed at a property where hazardous materials are being used or stored. Additionally, fighting fires in some structures may require additional training and firefighting tactics that are specific to that structure. For example, row house fires are a type of structure fire that require specific tactics to decrease risks.
Structure fires may be attacked with either "interior" or "exterior" resources, or both. Interior crews, using the "two in, two out" rule, may extend fire hose lines inside the building, find the fire and cool it with water. Exterior crews may direct water into windows and other openings, or against any nearby fuels exposed to the initial fire. Hose streams directed into the interior through exterior wall apertures may conflict and jeopardize interior fire attack crews.
Buildings that are made of flammable materials such as wood are different from building materials such as concrete. Generally, a "fire-resistant" building is designed to limit fire to a small area or floor. Other floors can be safe by preventing smoke inhalation and damage. All buildings suspected or on fire must be evacuated, regardless of fire rating.
When fire departments respond to structure fires, the priorities are life safety, incident stabilization, and property conservation. Some tactics used to achieve positive results at a structure fire include scene size-up, door control, coordinated ventilation, and exterior attack prior to entry.
When the first fire department arrives on-scene at a structure fire, scene size-up must occur to develop the appropriate strategy (offensive or defensive) and tactics. With scene size-up, a risk assessment must also occur to determine the risks of making an interior fire attack. When an incident's critical factors and the risk management plan indicate an offensive strategy, the incident commander will define the tactical objectives for entering the structure. Offensive incident action plans (tactics) are based on the standard offensive tactical priorities and their corresponding completion benchmarks.
Firefighting priorities and tactics:
The incident commander should consider these priorities and firefighting tactics at a structure fire:
Incident Priorities
· Life safety – primary and secondary "All Clear(s)" (A/C)
· Property conservation – "Loss Stopped" (L/S)
· Post fire control firefighter decontamination (Decon)
· Customer Stabilization* – Short term
*Customer stabilization refers to customer service that fire departments provide during an emergency. When a fire department responds to an emergency, two related priorities are life safety and stabilizing the incident. Part of this process is ensuring the customer's well-being from the time of dispatch until after the incident becomes stable.
Some firefighting tactics may appear to be destructive, but often serve specific needs. For example, during ventilation, firefighters are forced to either open holes in the roof or floors of a structure (called vertical ventilation), or open windows and walls (called horizontal ventilation) to remove smoke and heated gases from the interior of the structure. Such ventilation methods are also used to improve interior visibility to locate victims more quickly. Ventilation helps to preserve the life of trapped or unconscious individuals as it releases the poisonous gases from inside the structure. Vertical ventilation is vital to firefighter safety in the event of a flashover or backdraft scenario. Releasing the flammable gases through the roof eliminates the possibility of a backdraft, and the removal of heat can reduce the possibility of a flashover. Flashovers, due to their intense heat (900–1,200 °F (480–650 °C)) and explosive temperaments, are commonly fatal to firefighter personnel. Precautionary methods, such as smashing a window, reveal backdraft situations before the firefighter enters the structure and is met with the circumstance head-on. Firefighter safety is the number one priority.
Whenever possible during a structure fire, property is moved into the middle of a room and covered with a salvage cover, a heavy cloth-like tarp. Various steps such as retrieving and protecting valuables found during suppression or overhaul, evacuating water, and boarding windows and roofs can divert or prevent post-fire runoff.
Wildland firefighting
[edit]
Main article: Wildfire suppression
Wildfires (known in Australia as bushfires) require a unique set of strategies and tactics. In many countries such as Australia and the United States, these duties are mostly carried out by local volunteer firefighters. Wildfires have some ecological role in allowing new plants to grow, therefore in some cases they will be left to burn.[5] Priorities in fighting wildfires include preventing the loss of life and property as well as ecological damage.
Aircraft rescue and firefighting
[edit]
Main article: Aircraft rescue and firefighting
Airports employ specialist firefighters to deal with potential ground emergencies. Due to the mass casualty potential of an aviation emergency, the speed with which emergency response equipment and personnel arrive at the scene of the emergency is of paramount importance. When dealing with an emergency, the airport firefighters are tasked with rapidly securing the aircraft, its crew and its passengers from all hazards, particularly fire. Airport firefighters have advanced training in the application of firefighting foams, dry chemical and clean agents used to extinguish burning aviation fuel.
Rescue
[edit]
Firefighters rescue persons from confinement or dangerous situations such as burning buildings and crashed vehicles. Complex, infrequent situations requiring specialized training and equipment include rescues from collapsed buildings and confined spaces. Many fire departments, including most in the United Kingdom, refer to themselves as a fire and rescue service for this reason. Large fire departments, such as the New York City Fire Department and London Fire Brigade, have specialist teams for advanced technical rescue. As structure fires have been in decline for many years in developed countries such as the United States, rescues other than fires make up an increasing proportion of their firefighters' work.[6]
Emergency medical services
[edit]
Firefighters frequently provide some degree of emergency medical care. In some jurisdictions first aid is the only medical training that firefighters have, and medical calls are the sole responsibility of a separate emergency medical services (EMS) agency. Elsewhere, it is common for firefighters to respond to medical calls. The impetus for this is the growing demand in medical emergencies and the significant decline in fires.[6]
In such departments, firefighters are often certified as emergency medical technicians in order to deliver basic life support, and more rarely as paramedics to deliver advanced life support. In the United Kingdom, where fire services and EMS are run separately, fire service co-responding has been introduced more recently.[7] Another point of variation is whether the firefighters respond in a fire engine or a response car.[8]
Hazardous materials
[edit]
Fire departments are usually the lead agency that responds to hazardous materials incidents. Specialized firefighters, known as hazardous materials technicians, are trained in chemical identification, leak and spill control, and decontamination.[9]
Fire prevention
[edit]
Fire departments frequently provide advice to the public on how to prevent fires in the home and work-place environments. Fire inspectors or fire marshals will directly inspect businesses to ensure they are up to the current building fire codes,[10][11] which are enforced so that a building can sufficiently resist fire spread, potential hazards are located, and to ensure that occupants can be safely evacuated, commensurate with the risks involved.
Fire suppression systems have a proven record for controlling and extinguishing unwanted fires. Many fire officials recommend that every building, including residences, have fire sprinkler systems.[12] Correctly working sprinklers in a residence greatly reduce the risk of death from a fire.[13] With the small rooms typical of a residence, one or two sprinklers can cover most rooms. In the United States, the housing industry trade groups have lobbied at the State level to prevent the requirement for Fire Sprinklers in one or two family homes.[14][15]
Other methods of fire prevention are by directing efforts to reduce known hazardous conditions or by preventing dangerous acts before tragedy strikes. This is normally accomplished in many innovative ways such as conducting presentations, distributing safety brochures, providing news articles, writing public safety announcements (PSA) or establishing meaningful displays in well-visited areas. Ensuring that each household has working smoke alarms, is educated in the proper techniques of fire safety, has an evacuation route and rendezvous point is of top priority in public education for most fire prevention teams in almost all fire department localities.
Fire investigators, who are experienced firefighters trained in fire cause determinism, are dispatched to fire scenes, in order to investigate and determine whether the fire was a result of an accident or intentional. Some fire investigators have full law enforcement powers to investigate and arrest suspected arsonists.
Occupational health and safety
[edit]
Direct risks
[edit]
Fires
[edit]
To allow protection from the inherent risks of fighting fires, firefighters wear and carry protective and self-rescue equipment at all times. A self-contained breathing apparatus (SCBA) delivers air to the firefighter through a full face mask and is worn to protect against smoke inhalation, toxic fumes, and super heated gases. A special device called a Personal Alert Safety System (PASS) is commonly worn independently or as a part of the SCBA to alert others when a firefighter stops moving for a specified period of time or manually operates the device. The PASS device sounds an alarm that can assist another firefighter (firefighter assist and search team (FAST), or rapid intervention team (RIT), in locating the firefighter in distress.
Firefighters often carry personal self-rescue ropes. The ropes are generally 30 feet (9.1 m) long and can provide a firefighter (that has enough time to deploy the rope) a partially controlled exit out of an elevated window. Lack of a personal rescue rope is cited in the deaths of two New York City Firefighters, Lt. John Bellew and Lt. Curtis Meyran, who died after they jumped from the fourth floor of a burning apartment building in the Bronx. Of the four firefighters who jumped and survived, only one of them had a self-rescue rope. Since the incident, the Fire Department of New York City has issued self-rescue ropes to their firefighters.[16]
Heat injury is a major issue for firefighters as they wear insulated clothing and cannot shed the heat generated from physical exertion. Early detection of heat issues is critical to stop dehydration and heat stress becoming fatal. Early onset of heat stress affects cognitive function which combined with operating in dangerous environment makes heat stress and dehydration a critical issue to monitor. Firefighter physiological status monitoring is showing promise in alerting EMS and commanders to the status of their people on the fire ground. Devices such as PASS device alert 10–20 seconds after a firefighter has stopped moving in a structure. Physiological status monitors measure a firefighter's vital sign status, fatigue and exertion levels and transmit this information over their voice radio. This technology allows a degree of early warning to physiological stress. These devices[17] are similar to technology developed for Future Force Warrior and give a measure of exertion and fatigue. They also tell the people outside a building when they have stopped moving or fallen. This allows a supervisor to call in additional engines before the crew get exhausted and also gives an early warning to firefighters before they run out of air, as they may not be able to make voice calls over their radio. Current OSHA tables exist for heat injury and the allowable amount of work in a given environment based on temperature, humidity and solar loading.[18]
Firefighters are also at risk for developing rhabdomyolysis. Rhabdomyolysis is the breakdown of muscle tissue and has many causes including heat exposure, high core body temperature, and prolonged, intense exertion. Routine firefighter tasks, such as carrying extra weight of equipment and working in hot environments, can increase firefighters' risk for rhabdomyolysis.[19][20]
Structural collapses
[edit]
Another leading cause of death during firefighting is structural collapse of a burning building (e.g. a wall, floor, ceiling, roof, or truss system). Structural collapse, which often occurs without warning, may crush or trap firefighters inside the structure. To avoid loss of life, all on-duty firefighters should maintain two-way communication with the incident commander and be equipped with a personal alert safety system device (PASS) on all fire scenes and maintain radio communication on all incidents.[21][22] Francis Brannigan was the founder and greatest contributor to this element of firefighter safety.
Traffic collisions
[edit]
In the United States, 25% of fatalities of firefighters are caused by traffic collisions while responding to or returning from an incident. Other firefighters have been injured or killed by vehicles at the scene of a fire or emergency (Paulison 2005). A common measure fire departments have taken to prevent this is to require firefighters to wear a bright yellow reflective vest over their turnout coats if they have to work on a public road, to make them more visible to passing drivers.[23]
Violence
[edit]
Firefighters have occasionally been assaulted by members of the public while responding to calls. These kinds of attacks can cause firefighters to fear for their safety when responding to specific areas and may cause them to not have full focus on the situation which could result in injury to their selves or the patient.[24] Workplace violence[25] consists of the mental and physical abuse sustained during on-duty activities. First Responders are the most likely to experience this type of violence and EMS even has a percentage range of 53-90% of calls that had an instance of Workplace violence. This type of violence is a major reason for burnout and depression in First Responders, while EMS deal more with people on a daily basis, ~18% Firefighters experience PTSD due to WPV[25] and 60% had at least one call where they had feared for their life or questioned their safety.[26][27]
Chemical exposure
[edit]
While firefighters are generally responsible for managing hazardous materials in the environment, there is a great deal of risks that they face by doing so.[28] Flame retardants are chemical products that are utilized to slow down or stop the spread of a fire by reducing its intensity. While there are numerous benefits to flame retardant products in terms of the reduction of major fires, the components that make up these substances are extremely harmful.[29]
The most concerning materials that make up these products are PFAS chemicals. Studies linked PFAS exposure with health effects including major neurological defects and cancer.[29] Long term exposure to these chemicals is a notable concern.
While many hazardous chemicals sued in fire-fighting materials, such as penta-bromdiphenyl ether have already been banned by the government, they are almost immediately replaced by a new substance with similar harmful effects. After banning penta-bromodiphenyl ether, chlorinated tris, chloroalkyl phospahtes, halogenated aryl esters, and tetrabromophthalate dio diester were used instead.[30] While these chemicals are constantly changing with attempts to make it safer for the public, firefighters have constant, up-close exposure that can put them at increased risk.[30]
During debris cleanup
[edit]
Once extinguished, fire debris cleanup poses several safety and health risks for workers.[31][32]
Many hazardous substances are commonly found in fire debris. Silica can be found in concrete, roofing tiles, or it may be a naturally occurring element. Occupational exposures to silica dust can cause silicosis, lung cancer, pulmonary tuberculosis, airway diseases, and some additional non-respiratory diseases.[33] Inhalation of asbestos can result in various diseases including asbestosis, lung cancer, and mesothelioma.[34] Sources of metals exposure include burnt or melted electronics, cars, refrigerators, stoves, etc. Fire debris cleanup workers may be exposed to these metals or their combustion products in the air or on their skin. These metals may include beryllium, cadmium, chromium, cobalt, lead, manganese, nickel, and many more.[31] Polyaromatic hydrocarbons (PAHs), some of which are carcinogenic, come from the incomplete combustion of organic materials and are often found as a result of structural and wildland fires.[35]
Safety hazards of fire cleanup include the risk of reignition of smoldering debris, electrocution from downed or exposed electrical lines or in instances where water has come into contact with electrical equipment. Structures that have been burned may be unstable and at risk of sudden collapse.[32][36]
Standard personal protective equipment for fire cleanup include hard hats, goggles or safety glasses, heavy work gloves, earplugs or other hearing protection, steel-toe boots, and fall protection devices.[36][37] Hazard controls for electrical injury include assuming all power lines are energized until confirmation they are de-energized, and grounding power lines to guard against electrical feedback, and using appropriate personal protective equipment.[36] Proper respiratory protection can protect against hazardous substances. Proper ventilation of an area is an engineering control that can be used to avoid or minimize exposure to hazardous substances. When ventilation is insufficient or dust cannot be avoided, personal protective equipment such as N95 respirators can be used.[36][38]
Long-term risks
[edit]
Cardiovascular disease
[edit]
Firefighting has long been associated with poor cardiovascular outcomes. In the United States, the most common cause of on-duty fatalities for firefighters is sudden cardiac death, accounting for approximately 45% of on duty US firefighter deaths.[39] In addition to personal factors that may predispose an individual to coronary artery disease or other cardiovascular diseases, occupational exposures can significantly increase a firefighter's risk. Historically, the fire service blamed poor firefighter physical condition for being the primary cause of cardiovascular related deaths. However, over the last 20 years, studies and research has indicated the toxic gasses put fire service personnel at significantly higher risk for cardiovascular related conditions and death. For instance, carbon monoxide, present in nearly all fire environments, and hydrogen cyanide, formed during the combustion of paper, cotton, plastics, and other substances containing carbon and nitrogen. The substances inside of materials change during combustion, and their by-products can interfere with the transport of oxygen in the body. Hypoxia can then lead to heart injury. In addition, chronic exposure to particulate matter in smoke is associated with atherosclerosis. Noise exposures may contribute to hypertension and possibly ischemic heart disease. Other factors associated with firefighting, such as stress, heat stress, and heavy physical exertion, also increase the risk of cardiovascular events.[40]
During fire suppression activities a firefighter can reach peak or near peak heart rates which can act as a trigger for a cardiac event. For example, tachycardia can cause plaque buildup to break loose and lodge itself is a small part of the heart causing myocardial infarction, also known as a heart attack. This along with unhealthy habits and lack of exercise can be very hazardous to firefighter health.[41]
Cancer
[edit]
Cancer risk in the U.S. fire service is a topic of growing concern. Recent studies suggest that due to their exposure on the fireground, firefighters may be at an increased risk for certain types of cancer and other chronic diseases.[42][43][44][45][46][47][48][49][50][51] Additionally, large international studies generally support the finding from U.S. studies that firefighters have elevated rates of cancer, with some variation by cancer site.[52][53][54][55][56][57][58][59][60]
A 2015 retrospective longitudinal study showed that firefighters are at higher risk for certain types of cancer. Firefighters had mesothelioma, which is caused by asbestos exposure, at twice the rate of the non-firefighting working population. Younger firefighters (under age 65) also developed bladder cancer and prostate cancer at higher rates than the general population. The risk of bladder cancer may be present in female firefighters, but research is inconclusive as of 2014.[61][62] Preliminary research from 2015 on a large cohort of US firefighters showed a direct relationship between the number of hours spent fighting fires and lung cancer and leukemia mortality in firefighters. This link is a topic of continuing research in the medical community, as is cancer mortality in general among firefighters.[63]
In addition to epidemiological studies, mechanistic studies have used biomarkers to investigate exposures' effects on biological changes that could be related to cancer development. Several of these studies have found evidence of DNA damage, oxidative stress, and epigenetic changes related to firefighters' exposures.[64][65][66][67][68][69][70]
Firefighters regularly encounter carcinogenic materials and hazardous contaminants, which is thought to contribute to their excess cancer risk. Dozens of chemicals classified by the International Agency for Research on Cancer (IARC) as known or probable carcinogens have been identified on the fireground.[71][72] Several studies have documented airborne and/or dermal exposures to carcinogenic compounds during firefighting, as well as contamination on turnout gear and other equipment worn by firefighters.[73][74][75][76][77] Some of these compounds have been shown to absorb into firefighters' bodies.[78][79]
In addition to chemical exposures, firefighters often work 24-hr shifts or longer, and may respond to emergencies at night. Night shift work has been classified as a probable human carcinogen by IARC.[80] Some firefighters also work with hazardous materials and trained to control and clean up these dangerous materials, such as oil spills and chemical accidents. As firefighters combat a fire and clean up hazardous materials, there is a risk of harmful chemicals coming in contact with their skin if it penetrates their personal protective equipment (PPE).[60] In June 2022, IARC classified occupational exposure as a firefighter as "carcinogenic to humans."[81]
Firefighters are in addition to carcinogenic chemicals, firefighters can be exposed to radiation (alpha radiation, beta radiation, and gamma radiation).[82]
There are many types of firefighters. Most research on firefighters' cancer risk has involved structural or municipal career firefighters. Wildland firefighters are specially trained firefighters tasked with controlling forest fires. They frequently create fire lines, which are swathes of cut-down trees and dug-up grass placed in the path of the fire. This is designed to deprive the fire of fuel. Wildland firefighting is a physically demanding job with many acute hazards. Wildland firefighters may hike several miles while carrying heavy equipment during the wildfire season, which has increased in duration over time, especially in the western United States. Unlike structural firefighters, wildland firefighters typically do not wear respiratory protection, and may inhale particulate and other compounds emitted by the wildfires. They also use prescribed fires to burn potential fire fuel under controlled conditions.[83] To examine cancer risk for wildland firefighters, a risk assessment was conducted using an exposure-response relationship for risk of lung cancer mortality and measured particulate matter exposure from smoke at wildfires. This study concluded that wildland firefighters could have an increased risk of lung cancer mortality.[84] The research on cancer for other subspecialty groups of firefighters is limited, but a recent study of fire instructors in Australia found an exposure-response relationship between training exposures and cancer incidence.[85]
Due to the lack of central and comprehensive sources of data, research on cancer rates amongst firefighters has been challenging.[42][86][87][88] On July 7, 2018, Congress passed the Firefighter Cancer Registry Act of 2018 requiring the Centers for Disease Control and Prevention to create the National Firefighter Registry designed to collect data on cancer rates among U.S. firefighters.[89][90][91]
Mental stress
[edit]
As with other emergency workers, firefighters may witness traumatic scenes during their careers. They are thus more vulnerable than most people to certain mental health issues such as post-traumatic stress disorder[92][93] and suicidal thoughts and behaviors.[94][95] Among women in the US, the occupations with the highest suicide rates are police and firefighters, with a rate of 14.1 per 100 000, according to the National Center for Injury Prevention and Control, CDC.[96] Chronic stress over time attributes to symptoms that affect first responders, such as anxiousness, irritability, nervousness, memory and concentration problems can occur overtime which can lead to anxiety and depression. Mental stress can have long lasting affects on the brain.[97] A 2014 report from the National Fallen Firefighters Foundation found that a fire department is three times more likely to experience a suicide in a given year than a line-of-duty death.[98] Mental stress of the job can lead to substance abuse and alcohol abuse as ways of coping with the stress.[99] The mental stress of fire fighting has many different causes. There are those they see on duty and also what they miss by being on duty. Firefighters schedules fluctuate by district. There are stations where fire fighters work 48 hours on and 48 hours off, whereas some allow 24 hours on and 72 hours off.[100] The mental impact of missing a child's first steps or a ballet recital can take a heavy impact on first responders. There is also the stress of being on opposite shifts as a spouse or being away from family.
When not on the scene of an emergency, firefighters remain on call at fire stations, where they eat, sleep, and perform other duties during their shifts. Hence, sleep disruption is another occupational hazard that they may encounter at their job.[76]
Occupational hearing loss
[edit]
Another long-term risk factor from firefighting is exposure to high levels of sound, which can cause noise-induced hearing loss (NIHL) and tinnitus.[101][102] NIHL affects sound frequencies between 3,000 and 6,000 Hertz first, then with more frequent exposure, will spread to more frequencies.[102] Many consonants will be more difficult to hear or inaudible with NIHL because of the higher frequencies effected, which results in poorer communication.[102] NIHL is caused by exposure to sound levels at or above 85dBA according to NIOSH and at or above 90dBA according to OSHA.[102] dBA represents A-weighted decibels. dBA is used for measuring sound levels relating to occupational sound exposure since it attempts to mimic the sensitivity of the human ear to different frequencies of sound.[102] OSHA uses a 5-dBA exchange rate, which means that for every 5dBA increase in sound from 90dBA, the acceptable exposure time before a risk of permanent hearing loss occurs decreases by half (starting with 8 hours acceptable exposure time at 90dBA).[102][103] NIOSH uses a 3-dBA exchange rate starting at 8 hours acceptable exposure time at 85dBA.[102][104]
The time of exposure required to potentially cause damage depends on the level of sound exposed to.[104] The most common causes of excessive sound exposure are sirens, transportation to and from fires, fire alarms, and work tools.[101] Traveling in an emergency vehicle has shown to expose a person to between 103 and 114dBA of sound. According to OSHA, exposure at this level is acceptable for between 17 and 78 minutes[103] and according to NIOSH is acceptable for between 35 seconds and 7.5 minutes [104] over a 24-hour day before permanent hearing loss can occur. This time period considers that no other high level sound exposure occurs in that 24-hour time frame.[104] Sirens often output about 120 dBA, which according to OSHA, 7.5 minutes of exposure is needed[103] and according to NIOSH, 9 seconds of exposure is needed[104] in a 24-hour time period before permanent hearing loss can occur. In addition to high sound levels, another risk factor for hearing disorders is the co-exposure to chemicals that are ototoxic.[105]
The average day of work for a firefighter can often be under the sound exposure limit for both OSHA and NIOSH.[102] While the average day of sound exposure as a firefighter is often under the limit, firefighters can be exposed to impulse noise, which has a very low acceptable time exposure before permanent hearing damage can occur due to the high intensity and short duration.[101]
There are also high rates of hearing loss, often NIHL, in firefighters, which increases with age and number of years working as a firefighter.[101][106] Hearing loss prevention programs have been implemented in multiple stations and have shown to help lower the rate of firefighters with NIHL.[102] Other attempts have been made to lower sound exposures for firefighters, such as enclosing the cabs of the firetrucks to lower the siren exposure while driving.[102] NFPA (National Fire Protection Association) is responsible for occupational health programs and standards in firefighters which discusses what hearing sensitivity is required to work as a firefighter, but also enforces baseline (initial) and annual hearing tests (based on OSHA hearing maintenance regulations).[101] While NIHL can be a risk that occurs from working as a firefighter, NIHL can also be a safety concern for communicating while doing the job as communicating with coworkers and victims is essential for safety.[101] Hearing protection devices have been used by firefighters in the United States.[102] Earmuffs are the most commonly used hearing protection device (HPD) as they are the most easy to put on correctly in a quick manner.[102] Multiple fire departments have used HPDs that have communication devices built in, allowing firefighters to speak with each other at safe, but audible sound levels, while lowering the hazardous sound levels around them.[102]
Types of coverage and workload
[edit]
See also: Volunteer fire department and Retained firefighter
In a country with a comprehensive fire service, fire departments must be able to send firefighters to emergencies at any hour of day or night, to arrive on the scene within minutes. In urban areas, this means that full-time paid firefighters usually have shift work, with some providing cover each night. On the other hand, it may not be practical to employ full-time firefighters in villages and isolated small towns, where their services may not be required for days at a time. For this reason, many fire departments have firefighters who spend long periods on call to respond to infrequent emergencies; they may have regular jobs outside of firefighting.[107][108]
Whether they are paid or not varies by country. In the United States and Germany, volunteer fire departments provide most of the cover in rural areas. In the United Kingdom[107] and Ireland,[109] by contrast, actual volunteers are rare. Instead, "retained firefighters" are paid for responding to incidents, along with a small salary for spending long periods of time on call.[107][108] The combined fire services of the United Kingdom retain around 18,000 retained firefighters alongside their wholetime colleagues.[107] In both the UK and Ireland retained firefighters make up the majority of active firefighting personnel.[109] Their training, qualifications, and range of possible deployments, are all comparable to wholetime firefighters.[107] Retained firefighters are required to live or work within a set radius of their assigned fire station - in the United Kingdom this is usually 1 mile (1.6 km),[108] and in Ireland 2 miles (3.2 km).[109]
Firefighting around the world
[edit]
A key difference between many countries' fire services is what the balance is between full-time and volunteer (or on-call) firefighters. In the United States and United Kingdom, large metropolitan fire departments are almost entirely made up of full-time firefighters. On the other hand, in Germany and Austria,[110] volunteers play a substantial role even in the largest fire departments, including Berlin's, which serves a population of 3.6 million. Regardless of how this balance works, a common feature is that smaller urban areas have a mix of full-time and volunteer/on-call firefighters. This is known in the United States as a combination fire department. In Chile and Peru, all firefighters are volunteers.[111]
Another point of variation is how the fire services are organized. Some countries like the Czech Republic, Israel and New Zealand have a single national fire service. Others like Australia, the United Kingdom and France organize fire services based on regions or sub-national states. In the United States, Austria, Germany and Canada, fire departments are run at a municipal level.
Atypically, Singapore and many parts of Switzerland have fire service conscription.[112][113] In Germany, conscription can also be used if a village does not have a functioning fire service. Other unusual arrangements are seen in Denmark, where most fire services are run by private companies,[114] and in France, where two of the country's fire services (the Paris Fire Brigade and the Marseille Naval Fire Battalion) are part of the armed forces; similarly, the national fire service of Monaco is part of the Military of Monaco and maintains an armoury of sidearms for use by firefighters during civil defence operations.
Another way in which a firefighter's work varies around the world is the nature of firefighting equipment and tactics. For example, American fire departments make heavier use of aerial appliances, and are often split between engine and ladder companies. In Europe, where the size and usefulness of aerial appliances are often limited by narrow streets, they are only used for rescues, and firefighters can rotate between working on an engine and an aerial appliance. [115][114] A final point in variation is how involved firefighters are in emergency medical services.
Communication and command structure
[edit]
The expedient and accurate handling of fire alarms or calls are significant factors in the successful outcome of any incident. Fire department communications play a critical role in that successful outcome. Fire department communications include the methods by which the public can notify the communications center of an emergency, the methods by which the center can notify the proper fire fighting forces, and the methods by which information is exchanged at the scene. One method is to use a megaphone to communicate.
A telecommunicator (often referred to as a 000 Operator in Australia[116]) has a role different from but just as important as other emergency personnel. The telecommunicator must process calls from unknown and unseen individuals, usually calling under stressful conditions. He/she must be able to obtain complete, reliable information from the caller and prioritize requests for assistance. It is the dispatcher's responsibility to bring order to chaos.
While some fire departments are large enough to utilize their own telecommunication dispatcher, most rural and small areas rely on a central dispatcher to provide handling of fire, rescue, and police services.
Firefighters are trained to use communications equipment to receive alarms, give and receive commands, request assistance, and report on conditions. Since firefighters from different agencies routinely provide mutual aid to each other, and routinely operate at incidents where other emergency services are present, it is essential to have structures in place to establish a unified chain of command, and share information between agencies. The U.S. Federal Emergency Management Agency (FEMA) has established a National Incident Management System.[117] One component of this system is the Incident Command System.
All radio communication in the United States is under authorization from the Federal Communications Commission (FCC); as such, fire departments that operate radio equipment must have radio licenses from the FCC.
Ten codes were popular in the early days of radio equipment because of poor transmission and reception. Advances in modern radio technology have reduced the need for ten-codes and many departments have converted to simple English (clear text).
Ranks
[edit]
Many firefighters are sworn members with command structures similar to the military or police. They do not usually have general police powers (although some firefighters in the United States have limited police powers, like fire police departments), though certain fire safety officials (such as fire marshals or fire safety inspectors) do possess extensive police powers in connection with their work of enforcement and control in regulatory and emergency situations. In some countries fire fighters carry, or have access to, firearms, including some US fire marshals, and the Corps des Sapeurs-Pompiers of Monaco which is a military unit providing civilian fire cover.
The nomenclature of firefighting varies from country to country. The basic unit of firefighters is known as a "company" in many countries, including the United States, with its members typically working on the same engine. A "crew" or "platoon" is a subdivision of a company who work on the same shift. In British and Commonwealth fire services the firefighters of each station are more typically organised around a "watch" pattern, with several watches (usually four) working on a shift basis, as a separate "crew" for each engine or specialist appliance at that station.[118]
Firefighter equipment
[edit]
Main article: Glossary of firefighting equipment
A partial list of some equipment typically used by firefighters:
Hand tools, such as
Flat-head and pick-head axe
Pike pole
Halligan bar
Flashlight
Spanner wrench
Circular ("K-12"), Cutters Edge and chain saws
Hydraulic rescue tools such as spreaders, cutters, and rams
Personal protective equipment ("PPE") designed to withstand water and high temperatures, such as
Bunker gear, including turnout jacket and pants
Self-contained breathing apparatus (SCBA)
Helmet, face mask and visor; climbing helmets
Safety boots, gloves, and Nomex and Carbon flash hoods
Personal alert safety system (PASS) device
Handheld radio, pager, or other communication devices
Thermal imaging camera
Gas detector
History
[edit]
For broader coverage of this topic, see History of firefighting.
Although people have fought fires since there have been valuable things to burn, the first instance of organized professionals combating structural fires occurred in ancient Egypt. Likewise, fire fighters of the Roman Republic existed solely as privately organized and funded groups that operated more similarly to a business than a public service; however, during the Principate period, Augustus revolutionized firefighting by calling for the creation of a fire guard that was trained, paid, and equipped by the state, thereby commissioning the first truly public and professional firefighting service. Known as the Vigiles, they were organised into cohorts, serving as a night watch and city police force in addition to their firefighting duties.
The earliest American fire departments were volunteers, including the volunteer fire company in New Amsterdam, now known as New York.[119] Fire companies were composed of citizens who volunteered their time to help protect the community. As time progressed and new towns were established throughout the region, there was a sharp increase in the number of volunteer departments.
In 1853, the first career fire department in the United States was established in Cincinnati, Ohio, followed four years later by St. Louis Fire Department. Large cities began establishing paid, full-time staff in order to try to facilitate greater call volume.
City fire departments draw their funding directly from city taxes and share the same budget as other public works like the police department and trash services. The primary difference between municipality departments and city departments is the funding source. Municipal fire departments do not share their budget with any other service and are considered to be private entities within a jurisdiction. This means that they have their own taxes that feed into their budgeting needs. City fire departments report to the mayor, whereas municipal departments are accountable to elected board officials who help maintain and run the department along with the chief officer staff.[120]
Fundraisers
[edit]
Funds for firefighting equipment may be raised by the firefighters themselves, especially in the case of volunteer organizations.[121] Events such as pancake breakfasts and chili feeds are common in the United States.[122][123] Social events are used to raise money include dances, fairs, and car washes.
See also
[edit]
Firefighting apparatus – Vehicle for use during firefighting operations
Firefighter arson – Phenomenon of arsonist firefighters
USAF Firefighting
Incident Command System – Standardized approach to command, control, and coordination of emergency response
Index of firefighting articles
International Firefighters' Day – Observance (May 4)
Rescue – Operations for life saving, removal from danger and liberation from restrain
Smokejumper – Skydiving wildland firefighters
Women in firefighting
References
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About the Houston Fire Department
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Houston Fire Department
About the HFD
The Houston Fire Department was established in 1838 with one station, Protection Company No. 1. It grew to a volunteer fire department status with three stations by 1859. After having provided volunteer firefighting services for 57 years, the City of Houston Fire Department began paying its firefighters in 1895. HFD is the third largest fire department in the United States and is responsible for preserving life and property to a population of more than 2.3 million in an area totaling 654 square miles.
Today's modern fire service is presently undergoing a transitional process. Over the last few years, HFD has evolved into a highly sophisticated public safety rescue system that has saved hundreds of lives and reduced the severity of countless injuries and illnesses. The Houston Fire Department has a vision that guides the organization towards excellence. That goal is achieved through deliberate planning, adaptability and the courage to embrace challenges and opportunities.
Vision Statement
HFD will be recognized as a premier public service organization, respected and admired by our peers and the community as the most diverse, innovative, and efficient public safety provider in the world. Where do we want to go?
To continually evolve to meet our customers’ needs. We cannot stop growing. For instance, there are fire departments that felt they were in place to just run fire calls. They no longer exist and if they do, it is on a very small budget. We have always evolved; emergency medical services, hazardous materials, technical rescue, homeland defense are all services that we now identify as core services.
What do we want to become?
The best we can be for our community. The key is to play to your strengths and play your position.
What do we want to accomplish?
Exceed our customers’ expectations…
How do we want to be seen/perceived?
As professional, knowledgeable, nice and caring… as a part of the Community.
How do we want to be treated by the Community and by each other?
With respect, consideration, understanding, acceptance and care. There is a direct connection between the way we treat each other & our customers and the way we are perceived. We should understand, practice (train), implement and always ensure appropriate risk management. This is how we operate on EMS calls, fire incidents, driving, and around the station … Always.
Mission Statement
To save lives, protect property, and serve our community with courage, commitment and compassion.
HFD exists to serve our citizens (the public). Our menu of responsibilities is ever changing, but our basic areas of service are prevention and enforcement, public education, pre-hospital emergency care & transportation, and fire control. Our service has evolved to include hazardous materials, technical rescue, tactical medicine, swift water rescue, and social service calls. We are the “one-stop” shopping that citizens can rely on. When they call we only ask a few questions, respond quickly, solve their problems, and leave just as fast as we arrived. No red tape on either end….no other government agency works in quite the same way.
Slogan
Courage, Commitment, and Compassion
Core Values
HFD at Fire SceneThe preservation of life remains the number one goal of HFD, beginning with the responder and extending to the public. Our citizens must be reasonably free from danger and harmful acts. With the best equipment and training, the department can reduce the risk to the public and its members at all emergency incidents. We commit to the health, safety, and welfare of our members, thus protecting them and enhancing capability and readiness. We aim to eliminate preventable work-related injuries and illnesses through the systematic management of our risks.
Reliability- Our commitment to the public we serve is unwavering and consistent. This commitment is fully expressed in our motto: “Courage, Commitment, and Compassion”.
Teamwork - Teamwork is the basis of our success. We work as a team because we value each other, the community we serve, and our commitment to the HFD mission.
Dedication- The faithful observance of duty beckons us to fulfill our obligations professionally and honestly.
Bravery - Courage is the foundation of our character. Bravery is the ability to overcome fear through fortitude, instinct, compassion for others and training.
HFD members defined the following three components of HFD’s Slogan, “Courage, Commitment, and Compassion”:
Courage- The mental and physical ability to face adversity with focus and determination.
Commitment- The act of dedicating one's self, through total effort, to accomplishing the mission. In other words, commitment to your faith, family, and HFD. It is the type that never comes into question.
Compassion- To be understanding, considerate, sympathetic, and kind hearted to others.
The Houston Fire Department aspires to become a model department, setting standards for fire departments around the country. In 1998, the department prioritized the accomplishments necessary to achieve this elite status. Among its goals, HFD focused on the Insurance Service Office rating, a primary element used by the insurance industry to develop premium rates for homes and businesses.
On a relative scale of 1 - 10, the ISO measures the capabilities of a fire department to control fires, thus limiting fire losses. The ISO raised the rating to a class 1 in 2002, effective April 1, 2003. Additionally, the HFD has taken steps to become accredited by the Commission on Fire Accreditation International - a self assessment graded by peers. On March 24, 2001, HFD became the world's largest accredited fire department and had continued and currently holds this status.
These goals cannot be accomplished without the department's commitment to provide up-to-date gear, equipment, apparatus and to replace or upgrade inadequate fire stations.
HFD Key Goals
Be Safe
Enhance the health and safety of HFD members
Improve fire prevention and public safety awareness
Improve emergency response operations
Be Nice (Improve Customer Service)
Strengthen and reinforce a positive public perception of the department
Embrace Diversity
Fairness
Be Accountable
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en
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/static/apple-touch/wikipedia.png
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https://en.wikipedia.org/wiki/Fire_department
|
Organization that provides firefighting services
"Fire and rescue" redirects here. For the England and Wales fire authorities, see Fire authority.
"Fire brigade" redirects here. For other uses, see Fire brigade (disambiguation).
A fire department (North American English) or fire brigade (Commonwealth English),[note 1] also known as a fire company, fire authority, fire district, fire and rescue, or fire service in some areas, is an organization that provides fire prevention and fire suppression services as well as other rescue services.
Fire departments are most commonly a public sector organization that operate within a municipality, county, state, nation, or special district. Private and specialist firefighting organizations also exist, such as those for aircraft rescue and firefighting.[1]
A fire department contains one or more fire stations within its boundaries, and may be staffed by firefighters, who may be professional, volunteers, conscripts, or on-call. Combination fire departments employ a mix of professional and volunteer firefighters.[2] In some countries, fire departments may also run an ambulance service, staffed by volunteer or professional EMS personnel.
Organization
[edit]
Fire departments are organized in a system of administration, services, training, and operations; for example:
Administration is responsible for supervision, budgets, policy, and human resources.
Service offers protection, safety, and education to the public.
Training prepares people with the knowledge and skills to perform their duties.
Operations performs tasks to mitigate harm to persons, property, and the environment.
A fire service is normally set up where it can have fire stations, fire engines and other relevant equipment strategically deployed throughout the area it serves, so that dispatchers can send fire engines, fire trucks, or ambulances from the fire stations closest to the incident. Larger departments have branches within themselves to increase efficiency, composed of volunteers, support, and research.
Volunteers give additional support to the department in a state of emergency.
Support organizing the resources within and outside of the department.
Research is to give advantages in new technologies for the department.
Jurisdiction
[edit]
Most places are covered by a public sector fire department, which is established by a local or national government and funded by taxation. Even volunteer fire departments may still receive some government funding.
The typical size of a fire department varies greatly by country. In the United States, firefighting is usually organized on a municipal level. Some municipalities belong to "fire protection districts" that are served by the same fire department, such as the San Ramon Valley Fire Protection District. Austria, Germany and Canada also organize fire services at a municipal level. In France, fire services mostly cover one department. In the United Kingdom, most fire services cover one or more counties, while Scotland and Northern Ireland each have a single fire service. In Australia, state governments run the fire services, although three states have separate agencies for metropolitan and rural areas. Poland, the Czech Republic, Israel, Italy, New Zealand, and the Philippines have national fire and rescue services.
Responsibilities
[edit]
Fire departments may also provide other emergency services, such as aircraft rescue and firefighting, hazardous materials mitigation, technical rescue, and wildland firefighting.
In some countries or regions (e.g., the United States, Germany, Japan, Hong Kong, Macau), fire departments can be responsible for providing emergency medical services. The EMS personnel may either be cross-trained as firefighters or a separate division of emergency medical technicians and paramedics. While some services act only as "first responders" to medical emergencies, stabilizing victims until an ambulance can arrive, other fire services also operate ambulance services.
History
[edit]
Main article: History of firefighting
Ancient Rome
[edit]
The earliest known firefighting service was formed in Ancient Rome by Marcus Egnatius Rufus who used his slaves to provide a free fire service.[3] These men fought fires using bucket chains and also patrolled the streets with the authority to impose corporal punishment upon those who violated fire-prevention codes. The Emperor Augustus established a public fire department in 24 BCE, composed of 600 slaves distributed amongst seven fire stations in Rome.[4]
1600s and 1700s
[edit]
Fire departments were again formed by property insurance companies beginning in the 17th century after the Great Fire of London in 1666. The first insurance brigades were established the following year.[5] Others began to realize that a lot of money could be made from this practice, and ten more insurance companies set up in London before 1832: The Alliance, Atlas, Globe, Imperial, London, Protector, Royal Exchange, Sun Union and Westminster.[6] Each company had its own fire mark, a durable plaque that would be affixed to the building exterior. Although a popular legend says a company's fire brigade would not extinguish a burning building if it did not have the correct fire mark, there is little evidence to support this; evidence shows insurance companies required their firefighters to fight every fire they encountered.[7]
Amsterdam also had a sophisticated firefighting system in the late 17th century, under the direction of artist Jan van der Heyden, who had improved the designs of both fire hoses and fire pumps.[8]
The city of Boston, Massachusetts established America's first publicly funded, paid fire department in 1678.[9][10][11]
Fire insurance made its debut in the American colonies in South Carolina in 1736, but it was Benjamin Franklin who imported the London model of insurance. He established the colonies' first fire insurance company in Philadelphia named the Philadelphia Contributionship,[5] as well as its associated Union Volunteer Fire Company, which was an unpaid (volunteer) company.[12]
A document dated in 1686 informs about the payment system of four so called "fire servants" (German: Feuerknecht) in Vienna, which is the official founding year of the Vienna Fire Department.
In 1754,[13] Halifax, Nova Scotia established the Halifax Regional Fire and Emergency, which is today Canada's oldest fire department.
In 1764, Haddonfield, New Jersey established the second oldest fire company in the United States.
Another early American fire department, staffed by unpaid volunteers,[14] was established in the city of Petersburg, Virginia in 1773.[15][16]
1800s
[edit]
In the 19th century, cities began to form their own fire departments as a civil service to the public, obliging private fire companies to shut down, many merging their fire stations into the city's fire department. In 1833, London's ten independent brigades all merged to form the London Fire Engine Establishment (LFEE), with James Braidwood as the Chief Officer.[17] Braidwood had previously been the fire chief in Edinburgh, where the world's first municipal fire service was founded in 1824, and he is now regarded, along with Van der Heyden, as one of founders of modern firefighting.[8] The LFEE then was incorporated into the city's Metropolitan Fire Brigade in 1865 under Eyre Massey Shaw.
In 1879, the University of Notre Dame established the first University-based fire department in the United States.[18]
1900s
[edit]
The first motorized fire department was organized in 1906 in Springfield, Massachusetts, where Knox Automobile had developed the first modern fire engine one year earlier.[19]
See also
[edit]
International Firefighters' Day
Compulsory fire service
Emergency service
Fire engine
List of fire departments
Volunteer fire department
Fire department ranks by country
Notes
[edit]
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https://carverfire.org/
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en
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Serving Carver with "PRIDE"
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en
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https://carverfire.org/
|
Welcome to the Carver Fire Department
The Carver Fire Department is located in Southeastern Massachusetts.
We proudly protect 11,368 people living in an area of 39.58 square miles. We operate out of three stations that protect a primarily residential/agricultural area. Our Department is an ISO 2/2Y-rated Public Department whose 85 members are on a paid on-call status.
Fire crews from Company 1 recently sharpened their MVA entrapment skills. Crews worked scenarios using Jaws of Life tools and specialized Rescue Jacks to free multiple simulated patients trapped in an MVA. Each crew of firefighters had to work as a team to prioritize each rescue. The second portion of the drill was a tour of an electric vehicle and training on recently purchased EV immobilizer tools. Once one of these new EV immobilizers is deployed, it prevents any electric vehicle from suddenly starting and moving forward during a rescue scenario. These new EV immobilizer tools are now in service on each Engine. The drill was well attended by our firefighters and coordinated by our Officers. Well done! (Photo's by Firefighter, Erik Sironen)
Fire crews from Company 2 recently sharpened their MVA entrapment skills. Crews worked scenarios using Jaws of Life tools to free simulated patients trapped in an MVA. The second portion of the drill was a tour of two electric vehicles and training on recently purchased EV immobilizer tools. Once one of these new EV immobilizers is deployed, it prevents any electric vehicle from suddenly starting and moving forward during a rescue scenario. These new EV immobilizer tools are now in service on each Engine. The final portion of the drill was to learn and practice deploying our recently purchased ballistic PPE. The new ballistic PPE includes bulletproof vests, helmets, and eye protectors. The new equipment is now deployed on each Engine Company. The drill was well attended by our firefighters and coordinated by our Officers. Well done! (Photo's by Firefighter, Steve Falconer)
|
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https://dps.iowa.gov/divisions-iowa-department-public-safety/iowa-state-fire-marshal-division/fstb
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en
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Fire Service Training Bureau
|
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2024-08-09T13:58:08-05:00
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The Dept. of Public Safety's Fire Service Training Bureau provides education, training, and certification for Iowa's firefighters.
|
en
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/themes/custom/wildrose/favicon.ico
|
Iowa Department of Public Safety
|
https://dps.iowa.gov/divisions-iowa-department-public-safety/iowa-state-fire-marshal-division/fstb
|
Back to top
100th Annual State Fire School
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MISSION
Our mission is to establish credibility in providing quality education, training, certification, and professional consultation to Iowa’s fire service and other emergency responders in a manner that reflects commitment, integrity, and contributes to the reduction of morbidity, mortality, and property loss from fire and other hazards.
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General Bureau Information
The Fire Service Training Bureau is designated by statute to be the State Fire Academy. We have been training Iowa’s firefighters and other emergency service responders since 1923. We are home to the second-longest continually running annual state fire school in the nation.
The Bureau coordinates and instructs many basic and advanced level courses at our facility and also locally across the state in the subject matter areas of firefighting, hazardous materials, vehicle extrication, technical rescue, instructor development, officer development, fire prevention, traffic incident management (TIMS), and fire investigation. We also offer multiple National Fire Academy direct-delivery courses annually.
We are accredited by the International Fire Service Accreditation Congress (IFSAC) and the National Board on Fire Service Professional Qualifications (ProBoard®) and are authorized to issue the following certifications following completion of the respective training class and both written and practical skills examinations: Firefighter I, Firefighter II, Hazardous Materials Awareness, Hazardous Materials Operations, Driver/Operator Pumper, Driver/Operator Aerial, Fire and Emergency Services Instructor I, Fire and Emergency Services Instructor II, Fire Officer I, Fire Officer II, Fire Inspector I, and Fire Investigator.
In addition to our facility having on-site training grounds to conduct live-fire training evolutions, we have multiple mobile training props that can be requested to be delivered for local community-based training.
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FSTB Location
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FSTB Bookstore
Current list of Books & Editions used for Certification & TestingCertification levelBook/EditionPublisherFire Fighter I and IIEssentials of Fire Fighting, 7th EditionIFSTAHazmat Awareness/OperationsHazardous Materials: Awareness and Operations 4th EditionJones & BartlettDriver Operator Pumper and AerialPumping and Aerial Apparatus Driver/Operator Handbook, 3rd EditionIFSTAFire Officer I & IIFire Officer: Principles and Practice 4th EditionJones & BartlettInstructor I & IIFire and Emergency Services Instructor: Principles and Practice 3rd Edition Jones & BartlettInspector IFire Inspection and Code Enforcement, 8th EditionIFSTAwww.jblearning.comwww.ifsta.org
CERTIFICATION EXAMS
The Accreditation/Certification Program is responsible for maintaining the Bureau’s accreditation status with the International Fire Service Accreditation Congress (IFSAC) and the National Board on Fire Service Professional Qualifications (ProBoard®) accreditation requirements. This program schedules both written and practical examinations across the state and issues multiple nationally accredited fire service certifications that assist in demonstrating a candidate’s minimum level of competency in a particular area of training and confirming their training conforms to recognized national standards.
*Exam registrations will be closed approximately two weeks prior to the exam date or sooner if the location receives 24 registrations.
Written & Practical Skills Exams Schedule / Registration Form
NEW CERTIFICATION POLICY & PROCEDURES MANUAL
Specific details on each certification level's requirements can be found in the below links to the Procedures Guides.
These guides also include the Local Documentation Forms which are required to complete the following levels:
HazMat Awareness & Operations | Fire Fighter I & II | Driver/Operator Pumper & Aerial
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Reciprocity Form
Reciprocity Request Form
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Field Programs
The Field Programs Unit of the Fire Service Training Bureau delivers hundreds of courses to Iowa Fire Departments each year. Participants choose course topics ranging from basic fire fighting skills to advanced fire strategies and tactics. Only qualified instructors teach these programs to assure the fire service receives the best instruction available.
TS 1 Payroll Form
TS 1 Application Form
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Course Delivery
The majority of courses can be delivered directly to the requesting fire departments and regional fire schools through Mobile Training Units.
FSTB Scheduling Form
Course Evaluation Form
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Handling Liquified Propane Emergencies
Back to top
Other Trailers and Simulators
The FSTB also offers a Mobile Training Tower, Confined Space Trailer, Rapid Intervention Team Trailer, and a Mobile Roof/Vertical Ventilation Simulator.
Back to top
Advanced Level Courses
Instructor, Fire Officer, and Inspector
The Fire Service Training Bureau offers several advanced-level courses per year depending on requests by fire departments to host them. In the past, the Instructor, Fire Officer, and Inspector courses were funded through an NFA Grant, which allowed us to offer them free of charge. That grant is no longer available as a resource, so to offset the costs of these programs, we are asking that each participant be responsible for the cost of the manual.
For any questions about the courses, please contact Don Minks at minks@dps.state.ia.us or call 515.727.3424
Special Programs Request Form
*Access the links below to complete registration forms.
None scheduled at this time.
Back to top
Traffic Incident Management (TIM)
PHONE: 515-727-3426
The FSTB is proud to sponsor Traffic Incident Management (TIM) training to bring fire, law enforcement, public works, and other roadway response partners together to understand each other’s role in a roadway emergency and to help keep said responders safe while performing their duties.
Traffic crashes happen every day on Iowa roadways. The men and women who respond to these crashes put their lives on the line every time that call comes in.
Whether you're a law enforcement officer, emergency medical technician, firefighter, tow truck operator, transportation worker, or any number of others who respond to crashes, making the crash scene safer and clearing the roadway as soon as possible is a priority to increase safety for all of us.
Traffic Incident Management is a four-hour training program developed to coordinate better the efforts of multi-discipline responders to work traffic incidents cooperatively, efficiently, and safely, thereby improving safety for all responders and everyone else on the road.
The Iowa Traffic Incident Management program is presented with multiple instructors from different disciplines and is intended for anyone who responds to an incident scene. The clear message for the program is that we're all in this together. All disciplines are there for the same reason, and each has different priorities and objectives. When all disciplines have an understanding of each other's goals and priorities, it's easier for everyone to be more efficient in their roles. That translates into less time on the road in a dangerous environment.
Back to top
National Fire Academy Courses
National Fire Academy two-day Direct Delivery courses and six-day Regional Delivery courses are also coordinated and provided through the Fire Service Training Bureau. The Fire Service Training Bureau schedules and facilitates these courses for the Iowa Fire Service. A portion of the course is usually held at the Annual State Fire School. Some are hosted as weekend activities at the Training Bureau, and some are offered to our Community College partners to be held in conjunction with their Regional Fire Schools, or as stand-alone activities.
NFA Class Request Form
General Admissions Application
Instructions for obtaining a FEMA Student Identification (SID) Number
(The SID Number is required to register for all NFA Courses.)
NFA (F0457) Decision Making for Initial Company Officer Marion Sept. 9 – 10, 2024
F/W0455 – Strategy and Tactics for Initial Company Operations Sept. 19 – 20 (Ames)
NFA (F0760) -New Fire Chief Challenging Issues Urbandale September 25-26, 2024
NFA F0455 Strategy & Tactics for Initial Company Operations Oct. 12-13, 2024
NFA (F0458) Preparation for Initial Company Operations Ottumwa October 16 – 17, 2024
NFA (N0645) Leadership in Supervision, West Des Moines Oct. 21 – 26, 2024
NFA (F0770) Fire Investigation for First Responders Onawa Nov. 2 – 3, 2025
NFA (F0458) Preparation for Initial Company Operations Sergeant Bluffs November 9 – 10, 2024
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Firefighting Equipment Revolving Loan Fund
Firefighting Equipment Revolving Loan Fund Rules and Application
The State Fire Service and Emergency Response Council recognizes the need to establish a minimum training standard that will provide a means to prevent occupational accidents, injuries, illnesses, and deaths. The intent of this Minimum Training Standard is not to restrict any fire department from exceeding this standard. The Minimum Training Standard, as adopted in the Iowa Administrative Code Section 661, Chapter 251.
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Iowa Fire Service and Emergency Response Council (IFSERC)
The Iowa Fire Service and Emergency Response Council (IFSERC) was created in 2000 via Iowa Code 100B.1.
The purpose of the Council is to advise and confer with the State Fire Marshal and Fire Service Training Bureau Chief on matters relating to fire protection services and training.
The Iowa Fire Service & Emergency Response Council serves to advise the State Fire Marshal and Fire Service Training Bureau Chief on issues concerning policies, fee schedules, minimum training standards, special grant applications, applications for the Fire Fighting Equipment Revolving Loan Fund, and hear testimony from the labor commissioner on inspections and investigations involving occupational safety and health standards for firefighters.
Each of the eleven members of this Council is appointed by the Iowa Governor, serve a four-year term, have gender, political, and geographic balance, and must represent the following organizations: Iowa Firefighters Association, Iowa Fire Chiefs Association, Iowa Association of Professional Firefighters, Iowa Association of Professional Fire Chiefs, Iowa Emergency Medical Services Association, and the general public.
IFSERC Meeting Minutes 3-14-2024
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Iowa Fire and EMS Organizations
Back to top
Fire Service Training Bureau History
Back to top
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https://fsri.org/
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The Fire Safety Research Institute (FSRI), part of UL Research Institutes
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https://fsri.org/themes/custom/fsri/favicon.ico
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https://fsri.org/themes/custom/fsri/favicon.ico
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[
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Join the FSRI network to access our online resources developed from over a decade of fire research. We are dedicated to sharing our fire safety insights with everyone to advance UL’s public safety mission of providing safe living and working environments for people everywhere.
|
en
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/themes/custom/fsri/favicon.ico
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https://fsri.org/
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https://www.coolidgeaz.com/fire
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en
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Fire Department
|
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Chief
Mark Dillon
Stations:
Station 1 - 103 W. Pinkley Avenue
Station 2 - 1299 S. Signal Peak Road
Mail – 130 W.Central Avenue
Coolidge, Arizona 85128
(520) 723-5311
Fax: (520) 723-6018
CERT Training
CERT is a positive and realistic approach to emergency and disaster situations where citizens may initially be on their own and their actions can make a difference. While people will respond to others in need without the training, one goal of the CERT program is to help them do so effectively and efficiently without placing themselves in unnecessary danger. In the CERT training, citizens learn to:
manage utilities and put out small fires,
treat the three medical killers by opening airways,
controlling bleeding, and treating for shock,
provide basic medical aid,
search for and rescue victims safely,
organize themselves and spontaneous volunteers to be effective,
and collect disaster intelligence to support first responder efforts.
CERT Training Form
Volunteer Firefighter Opportunity
The Fire Department is accepting applications for Volunteer Firefighters. This position would be under general supervision of a Fire Captain and support the effective and efficient duties of the Fire Department.
Apply Here
History
Established 1939
An I.S.O. Class 3 Department
The Coolidge Fire Department provides fire protection to 19,000 plus residents covering an area of 90 plus square miles. The Department currently responds from two stations and is a combination paid - part paid department.
The Coolidge Fire Department was established in 1939 with the acquisition of a 1940 Ford Seagraves Pumper which was housed in Station 1 built in 1941. The original station is now the home of the Coolidge Chamber of Commerce.
We are now a full-time all hazards department with 13 full-time firefighters and 6 active volunteers.
Coolidge Fire Department “Get Out Alive” Program - Free Smoke Detectors
•Three out of five home fire deaths result from fires in properties without working smoke alarms
•More than one-third (38 percent) of home fire deaths result from fires in which no smoke alarms are present.
•The risk of dying in a home fire is cut in half in homes with working smoke alarms.
The Coolidge Fire Department is implementing a free smoke detector and carbon monoxide detector program for all homeowners in the Coolidge City Limits.
Residents can fill out the online form at:
https://coolidgeaz.seamlessdocs.com/f/SmokeAlarmProgram
You may also come by the Main Fire Station located at 103 W. Pinkley Ave. and fill out the form. Residents will be issued 1-2 smoke/carbon monoxide detectors, free of charge, depending on the size of the home. Installation instructions will be given to the homeowner upon receipt of the detector or CFD crews can install the detector for you.
For additional questions please call CFD @ 520-723-6019
|
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https://www.jjay.cuny.edu/academics/departments/security-fire-emergency-management
|
en
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Department of Security, Fire & Emergency Management
|
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[] |
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[
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[] | null |
Find information about the John Jay College of Criminal Justice Department of Security, Fire & Emergency Management, including majors, minors, faculty & more
|
en
|
/themes/custom/jj_custom/favicon.png
|
John Jay College of Criminal Justice
|
https://www.jjay.cuny.edu/academics/departments/security-fire-emergency-management
|
BS in Emergency Management
Find details about majoring in Emergency Management
BS in Fire Science
Find details about majoring in Fire Science
BS in Security Management
Find details about majoring in Security Management
Cybercrime Minor
Find details about minoring in Cybercrime
Emergency Management Minor
Find details about minoring in Emergency Management
Fire Science Minor
Find details about minoring in Fire Science
Homeland Security Minor
Find details about minoring in Homeland Security
Minor in Security Management
Find details about minoring in Security Management
Online or hybrid | Courses, careers & more
Find details about our online & hybrid options
Online | Courses, contact info & more
Find details about our online degree
Advanced Certificate in Emergency Management
Find details about earning an advanced certificate
Requirements, tours & more
Admissions
Find details about applying, financial aid & more
|
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| 51
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https://www.haysusa.com/232/Fire-Department
|
en
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Fire Department
|
https://www.haysusa.com/DocumentCenter/View/2072
|
https://www.haysusa.com/DocumentCenter/View/2072
|
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The Hays Fire Department's mission is to protect the lives and economic well being of the people of Hays from the effects of fires, accidents, and related emergencies.
|
en
|
/DocumentCenter/View/2072
| null |
Mission
The Hays Fire Department's mission is to protect the lives and economic well being of the people of Hays from the effects of fires, accidents, and related emergencies.
About
The Fire Department proudly protects 21,000 people living in an area of approximately 8 square miles. They operate out of two stations that protect a primarily residential area. The department is a public department whose members are on a combination of paid and volunteer status. This department has an ISO rating of 2. In 2018 HFD started the construction of a regional fire/rescue training facility.
Staff
The Hays Fire Department is under the direction of Ryan Hagans, Fire Chief. This department has 21 full-time Firefighters working in three shifts supported by Paid Per Call members, one Deputy Chief and an Administrative Assistant.
Services
The Fire Department provides emergency response activities and also handles a great deal of non-emergency work. Firefighters work a rotating shift of 24 hours on and 48 hours off.
|
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| 8
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https://sf-fire.org/
|
en
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SF Fire Website
|
https://sf-fire.org/files/SF_Fire_Department.ico
|
https://sf-fire.org/files/SF_Fire_Department.ico
|
[
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[] |
[] |
[
""
] | null |
[] | null |
en
|
/files/SF_Fire_Department.ico
|
https://sf-fire.org/
|
Our Mission
The mission of the San Francisco Fire Department is to protect the lives and property of the people of San Francisco and its visitors from fires, natural disasters, accidents, hazardous materials incidents, and other causes requiring a rapid and skilled response by land or water; serve the needs of its most vulnerable residents through community paramedicine, and save lives and reduce suffering by providing emergency medical services; prevent harm through prevention services and education programs; and to provide a work environment that is free from harassment and discrimination, and values health, wellness, cultural diversity, and equity.
To find out more about the San Francisco Fire Department's operations, and the services, programs and resources offered, please explore our website.
|
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| 47
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https://fargond.gov/city-government/departments/fire/about/fire-stations
|
en
|
The City of Fargo
|
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en
|
/cof/img/COF-Favicon-16x16.png
| null |
Fargo Fire Department Fire Station #1
Headquarters Station - 637 NP Ave
Fire Station #1 primarily responds to calls in the downtown area. This station is home to the busiest engine in the department - 801, Battalion 1, our fire prevention bureau, and the department's administration.
The engine is assigned at least one fire investigator.
Their service area stretches from the Red River west to about 15th Street and from about 15th Avenue North to Interstate 94.
701.241.1540
Fargo Fire Department Fire Station #2
Southside Station - 3020 25 St S
Fire Station #2 primarily responds to calls in southeast Fargo. This station is home to a single engine - 802.
The engine is assigned at least one fire investigator.
Their service area stretches from the Red River west to about Interstate 29 and from Interstate 94 south to the southern city limits.
701.241.1540
Fargo Fire Department Fire Station #3
Northside Station - 1101 25 Ave N
Fire Station #3 primarily responds to calls in northeast Fargo. This station is home to a single engine - 803.
The engine is assigned at least one fire investigator.
Their service area stretches from the Red River west to Dakota Drive and from about 15th Avenue North to the northern city limits.
701.241.1540
Fargo Fire Department Fire Station #4
Westside Station - 2701 1 Ave N
Fire Station #4 primarily responds to calls in the center of the city. This station is home to an engine - 804, a truck company - Truck 1, and two training officers. This station has classroom facilities, a live burn building, and a high rise training building that can also be used for rope rescue training.
The engine and truck crew is part of the department's technical rescue team.
The engine's response area stretches from about 15th Street west to Interstate 29 and from about 15th Avenue North to 17th Avenue South.
The truck's response area is roughly any part of the city east of Interstate 29 and north of Interstate 94.
701.241.1540
Fargo Fire Department Fire Station #5
West Acres Station - 930 40 St S
Fire Station #5 primarily responds to calls in the West Acres area of Fargo. This station is home to a single engine - 805.
The engine's crew is part of the department's hazardous materials team.
Their service area stretches from 32nd Street west to city's western limits and from about Main Avenue to Interstate 94.
701.241.1540
Fargo Fire Department Fire Station #6
Industrial Park Station - 4630 15 Ave N
Fire Station #6 primarily responds to calls in northwest Fargo. This station is home to a single engine - 806; the department's technical rescue regional response equipment - 856; the city and county's emergency management offices; and, other city department functions not within the fire department. This station also serves as an indoor training facility for some technical rescue skills.
The engine's crew is part of the department's technical rescue team.
Their service area stretches from about Dakota Drive west to the city's western limits and from about Main Avenue to the northern city limits.
701.241.1540
Fargo Fire Department Fire Station #7
Osgood Station - 3957 Village Ln S
Fire Station #7 primarily responds to calls in southwest Fargo. This station is home to an engine - 807, a truck company - Truck 2, Battalion 2, and the department's regional hazardous materials response equipment - 857.
The engine and truck crew is part of the department's hazardous materials team.
The engine's response area stretches from about Interstate 29 west to the city's western limits and from about Interstate 94 to the city's southern limits.
The truck's response area is roughly any part of the city west of Interstate 29 and south of Interstate 94.
701.241.1540
|
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https://lishfd.org/History/Fire_servive_history.htm
|
en
|
services
|
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Throughout history man has harnessed fire as an energy source, but man has also fought a war against fires destructive nature. To protect the population it was necessary to fight fires positively, so a firefighting force emerged and has evolved throughout the centuries into the modern fire service.
The first organized fire brigade was born during the rule of the Roman Empire. The first attempts to produce a firefighting force, using slaves all failed until a fire destroyed nearly a quarter of Rome during the reign of Emperor Augustus. After this disaster Emperor Augustus formed the first fire brigade called the Corps of Vigiles, however the fall of Rome marked the end of the Corps of Vigiles.
Britain got its first organized fire brigade in 43AD when the Romans invaded, after they left Britains first fire brigade disbanded.
In 1066 the Normans invaded Britain and introduced the first basic fire safety laws. However it wasnt until September 1666 when the Great Fire of London destroyed 436 acres of London that it became apparent that an effective firefighting force was required.
After the Great Fire of London, fire insurance companies began to appear, but they soon discovered that large fires were bad for business and soon they began to establish their own fire brigades to improve profit margins.
At this point fire marks were introduced, people would fix these lead or copper insignia to the wall of their houses to show which insurance company they were with. When a fire broke out all the fire brigades would rush to the fire, if the house did not have their companys fire mark they would stand back and wait for the rival companys firefighters to turn up. If the house did not have a fire mark and there was more than one company on the scene, a fight often broke out as the competing companies tried to get the householder to sign up with their company.
A HISTORY OF FIREFIGHTERS IN AMERICA
The noble service of firefighting began in the early days of colonial America in Jamestown, Virginia. In January 1608, a fire spread through Jamestown, destroying much of the colonists' homes and provisions. Captain James Smith, who governed the colony at the time, reflected, "I begin to think that it is safer for me to dwell in the wild Indian country than in this stockade, where fools accidentally discharge their muskets and others burn down their homes at night."
As the colonists populated the New World, they often faced the threat of fires. In 1648, the colony of New Amsterdam (later New York) established practices that would become the first steps to organized firefighting in America. First, Governor Peter Stuyvesant appointed fire wardens over the city. These men were given authority to inspect all chimneys and impose fines on anyone who violated the rules of public safety. Later, the colony organized a volunteer force of men who patrolled the streets at night carrying large wooden rattles. If the men spotted a fire, they spun the rattles and then directed the formation of bucket brigades to put out the fire.
The city of Boston was also significant in the development of firefighting in America. When it suffered a series of arson fires and a large conflagration in 1676, the city decided that it needed more effective technology to fight fires. At that time, England was producing a "state of the art fire engine" or London pumper. They sent for this modern piece of machinery, and soon afterwards, America organized its first fire engine company. The company consisted of twelve men and a captain, and they were given wages for their service. The captain's name was Thomas Atkins, and he is remembered as the first firefighting officer in the country.
Fort Worth, TX 1890
The Nations first Fire Regulations and other Fire Protection Laws ---1627--- Americas first building code regulations were enacted in Plymouth, Massachusetts in 1627. Similar requirements and regulations were enacted in 1631 by Boston selectmen who decreed that house chimneys shall not be built of wood or roofs made with thatch. An ordinance, in Boston passed later, called for chimneys to be swept regularly to keep them free from dangerous wood tar. Fire wardens were appointed to inspect for adherence to these fire Regulations / ordinances and were empowered to impose fines on all offenders. Also enacted was the first arson statute in America where the punishment for arson was death. Shortly after the Boston fire of January 14, 1653, which left three dead and one third of the population homeless, Boston quickly adopted a comprehensive fire prevention law.
Another of Bostons fire prevention laws stated that no ships were permitted to have fires while anchored at the city wharves. This law was enforced by water bailiffs. For the mutual protection of Boston from fire, a law provided for six long ladders, four strong iron hooks attached to chains and ropes to be hung outside the meeting house, and a cistern built for a source of water. Streets were patrolled by volunteers on fire watch (night watchmen) from evening (10:00 PM) until dawn (5:00AM). On the discovery of a fire, those on patrol would sound an alarm, secure the communitys firefighting tools at the fire scene, and direct those in the community in the disciplines required for the protection of property and for the successful suppression of the fire.
Fort Worth, TX 1907
Although remembered for his other achievements, the famous statesman and inventor Benjamin Franklin was also a fireman. He founded the Union Fire Company in Philadelphia in 1736. The company started with thirty volunteer firefighters, and soon became the standard for volunteer fire companies. He often wrote about the need for organized firefighting in his newspaper The Pennsylvania Gazette. In 1740, Franklin organized the "Philadelphia Contributorship," which was an early form of fire insurance. Other famous Americans who served as firefighters included George Washington, Thomas Jefferson, Samuel Adams, John Hancock, Paul Revere, Alexander Hamilton, John Jay, John Barry, Aaron Burr, Benedict Arnold, James Buchanan and Millard Fillmore. Women also served in this noble tradition. Some of the most prominent women firefighters include Molly Williams, a black slave who belonged to a New York merchant, Marina Betts and Lillie Hitchcock.
When a courageous band of crusaders, the Knights of St. John, fought the Saracens for possession of the Holy Lands, they were faced with a new device of war fire.
As the crusaders advanced on Jerusalem, The Saracens pelted them with glass bombs full of naphtha and then threw down flaming torches. Hundreds of knights were burned alive while others risked their lives to save their kinsmen from painful fiery deaths. Thus these became the first firefighters. Fellow crusaders who awarded them with a badge of honor similar to the cross firefighters wear today recognized their heroic efforts.
Since the Knights of St. John lived nearly four centuries on the island of Malta, in the Mediterranean Sea, the cross came to be known as the Maltese Cross. The firefighter who wears the cross is willing to lay down his life for others, just as the crusaders sacrificed their lives for their fellow man so many years ago.
The Story of the Fire Station Dalmatian
One of the most recognized symbols of the fire service is the Dalmatian dog. The origins of the breed are unknown. No one knows really how old the breed is. They were thought to have come from Dalmatia, but recent evidence shows them clearly painted in Egyptian tombs. It is known that the Dalmatian, because of its poor hunting abilities, was relegated to the stable area of fine manor homes. It was in these stables that the Dalmatian became acquainted with the horses. It is quite common to keep dogs and other small animals, such as goats, around stables to keep high-strung horses company to calm them.
Dalmatians were used by the fire service in the days of the horse drawn fire engines because they were not afraid of the horses and they would guard the fire wagons. Since in the early days of fire fighting all departments were volunteer, and insurance companies would pay only the department that was hooked up to a hydrant. This lead to competition and some sabotage between rival fire companies which led to the natural use of guard dogs to protect the equipment. The Dalmatian, with its superior agility and endurance could also run out in front of the horses and clear the streets for the approaching fire engine. In this way, the fire engine did not have to slow down for traffic and make the horses tire early. When the horses were replaced by gasoline driven fire engines, many fire departments kept their Dalmatians. In many areas you can still see the Dalmatian standing proudly, on top of the fire engine as it races to another emergency.
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https://www.trentonnj.org/155/Fire-Emergency-Services
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Fire & Emergency Services Department
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https://www.trentonnj.org/images/favicon.ico
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https://www.trentonnj.org/images/favicon.ico
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Trenton Fire and Emergency Services is one of the nation's oldest. Established as a volunteer company in 1747, it became a paid department in 1892. In 2006 it graduated the most diverse fire Academy class in its history.
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/images/favicon.ico
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Trenton Fire and Emergency Services is one of the nation's oldest. Established as a volunteer company in 1747, it became a paid department in 1892.
Vision Statement
Trenton Fire & Emergency Services will be viewed as a world class department in the all hazards industry.
Mission Statement
Trenton Fire & Emergency Services is committed to excellence by providing comprehensive emergency services, fire prevention, hazard mitigation and water rescue through engaging our diverse community and visitors in a compassionate and professional capacity.
Core Values
Excellence
Courage
Community
Diversity
Service
Responsibilities
The Department of Fire and Emergency Services shall be primarily responsible for the following within the City:
1st responders of Emergency Medical Services (EMS) incidents
Control of hazardous materials emergencies
Fire prevention
Fire suppression
Rescue of trapped or injured persons
Response to natural disasters
Our department shall continually assess the needs of the community and provide whatever additional services that is required with the resources available as we progressively evolve into an all hazards department.
Services
The Department of Fire and Emergency Services provides firefighting and other services necessary to safeguard lives and property. Services include water recovery, rescue services and hazardous materials response. In addition, a Technical Rescue Team was developed and trained in various areas such as Building Collapse Rescue, Confined Space Rescue and Rope Rescue.
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https://www.linkedin.com/pulse/women-firefighters-india-breaking-barriers-making-history-halder-gynsf
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en
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Women Firefighters in India: Breaking Barriers and Making History
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https://media.licdn.com/dms/image/D4D12AQGsZvEuRtoz9g/article-cover_image-shrink_600_2000/0/1700722706391?e=2147483647&v=beta&t=VvhXpAFzKMnOaoOvrU1-r0QXY2I_9J38AWNbQWrFPrM
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https://media.licdn.com/dms/image/D4D12AQGsZvEuRtoz9g/article-cover_image-shrink_600_2000/0/1700722706391?e=2147483647&v=beta&t=VvhXpAFzKMnOaoOvrU1-r0QXY2I_9J38AWNbQWrFPrM
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[
"Joydeep Halder"
] |
2023-11-23T07:04:17+00:00
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Firefighting has traditionally been a male-dominated profession in India. However, more and more women have been breaking barriers and making history in this field over the years.
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en
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https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca
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https://www.linkedin.com/pulse/women-firefighters-india-breaking-barriers-making-history-halder-gynsf
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LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. Learn more in our Cookie Policy.
Select Accept to consent or Reject to decline non-essential cookies for this use. You can update your choices at any time in your settings.
Harshini Kanhekar made history by becoming India’s first woman firefighter in 2010. She joined the fire service in 2007 and has since been involved in several rescue operations, including a fire in Mumbai’s Kamala Mills in 2017, where she helped save several lives.
Shubhangi Jagtap joined the Mumbai Fire Brigade in 2011 and was part of the team that rescued people during the 2017 Kamala Mills fire. In 2018, she was awarded the Chief Minister’s Award for Excellence in Public Administration for her outstanding work in the fire service.
Priya Ravindran joined the Delhi Fire Service in 2013 and was the only female firefighter in her batch. She has been involved in several rescue operations, including the 2020 Delhi riots and the 2021 Uttarakhand floods.
Sushma Mane joined the Pune Fire Brigade in 2012 and has since been actively involved in fire safety education and training programs for women and children. She has also taken up leadership roles and has been instrumental in recruiting more women firefighters in Pune.
Preeti Sharma joined the Jaipur Fire Brigade in 2016 and was the first woman firefighter in the city. She has been involved in several rescue operations, including a major fire at a garment factory in 2019, where she helped save several lives.
Taniya Sanyal was raised in Kolkata and has become the inaugural female firefighter to be hired by the Airport Authority of India (AAI). Prior to 2018, AAI solely employed male firefighters, but this policy was modified the previous year, allowing Sanyal to become the leading female contender in a male-dominated profession. Additionally, she currently instructs a small number of women and men who wish to become AAI firefighters.
In light of last week’s International Women’s Day celebrations, it is critical to acknowledge and honor the achievements made by women in all professions, including firefighting. Women firefighters in India have broken barriers, overcome challenges, and made significant contributions to their profession and society. Their inclusion in firefighting has brought about positive changes and has paved the way for more women to enter this field. At Fire Prevention and Consultancy Services, we strongly believe in gender equality and the importance of promoting diversity in the workplace. By highlighting the achievements of women firefighters in India, we hope to inspire more women to pursue careers in firefighting and promote gender equality in the workplace. We hope that this blog post serves as a tribute to the women firefighters in India and their invaluable contributions to society.
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https://www.firerescue1.com/leadership/articles/the-most-influential-fire-service-leaders-of-all-time-EIK5cQ0MGKPH8mBI/
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The most influential fire service leaders of all time
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https://lexipol.brightspotcdn.com/dims4/default/eed9084/2147483647/strip/true/crop/1120x630+40+0/resize/1440x810!/quality/90/?url=https%3A%2F%2Fk1-prod-lexipol.s3.us-east-2.amazonaws.com%2Fbrightspot%2Fa4%2F44%2F1a27064f12429b6487f49fe5178c%2Finfluentialffs1230.png
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] |
[] |
[] |
[
""
] | null |
[
"Janelle Foskett",
"janelle-foskett"
] |
2022-07-07T04:54:46+00:00
|
We asked current fire service leaders to spotlight the best of the best – those leaders, living or departed, whose influence is felt far and wide
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en
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FireRescue1
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https://www.firerescue1.com/leadership/articles/the-most-influential-fire-service-leaders-of-all-time-EIK5cQ0MGKPH8mBI/
|
Every industry has its big names – the legends or GOATs whom everyone knows and most revere.
The fire service is no different, with historic figures, innovators and visionaries who have shaped the industry itself, or at least informed and impacted fire service leaders spanning multiple generations.
We asked our esteemed board members, columnists and contributors to highlight the best of the best – those leaders whose influence was – and in most cases, still is – felt far and wide. Here’s what they shared. This list is in no particular order.
I encourage you to share your thoughts and additions to the list below!
Alan Brunacini (1937-2017)
Fire chief, Phoenix Fire Department; author; creator, Blue Card command program; chairman, NFPA board
It wouldn’t be a best-of list without “America’s Fire Chief.” Chief Brunacini may be the most well-known and respected fire chief to have ever served the American fire service – and for good reason. His impact on the fire service is far-reaching and profound, particularly in the areas of safety, command and customer service.
Joanne Rund, fire chief, Baltimore County Fire Department, shared this about meeting Bruno at an officers training in Howard County: “I remember walking in and thinking, ‘Wow, look at this guy in his Hawaiian shirt and his laid-back approach.’ He had such a commonsense approach to everything and was very warm and welcoming to questions and ideas. He was the first chief I had spoken to that I felt comfortable with, and he really made an incredible impression on me to want to climb the ranks and make everyone feel that comfortable with me. He taught me to treat ‘Mrs. Smith’ as I would my own parents – the old saying treat others how you wish to be treated.”
Marc Bashoor, fire chief (ret.) and FireRescue1 executive editor, emphasized that Chief Brunacini needs little explanation to be on the list, but we’ll humor the newcomers. Bashoor shared this about Bruno’s influence: “Like many, my introduction to Chief Brunacini was with ‘Mr. and Mrs. Smith’ and his ‘Be nice’ mantra. Chief Brunacini taught us that we needed to stop trying to overcomplicate the mission. I had the honor to share the stage with Chief Brunacini, he the ‘old chief’ and me the “young chief” at a 2011 Fire-Rescue International educational session. Brunacini’s legacy will endure through the Blue Card system.”
[Read more: The impact of Alan Brunacini: What all firefighters should know about ‘America’s fire chief’]
Dr. Denis Onieal
Former deputy U.S. fire administrator; National Fire Academy superintendent; fire chief, Jersey City Fire Department
Chief Bashoor continues his list with another fire service legend: “My introduction to Dr. Onieal was through the National Fire Academy. His down-to-earth, no-nonsense style resonated with me from day 1. His willingness to sit down with the troops, regardless of rank or stature, is something I continue to emulate today. Dr. Onieal has mentored so many of us over the years on the pursuit of higher education and credentialing that I believe his legacy will be firmly rooted in the triumphs of EFO graduates and chiefs who will mentor others who follow.”
Billy Goldfeder, deputy chief of the Loveland-Symmes (Ohio) Fire Department, also spotlights Dr. Onieal: “With street cred as a Jersey City Fire chief, Dr. Onieal retired from there and took that along with his educational background and led the National Fire Academy into the 21st century. I’m not sure anyone else without his unique mix of an urban fire officer and a scholar could have taken the NFA to the next level, which it definitely needed. Not only were the programs needing upgrading, but the need to apply discipline and order at the NFA was obvious – and he was the right person for the job, and he succeeded greatly by all accounts.”
[Listen to Dr. Onieal on the Side Alpha Podcast]
Hal Bruno (1928-2011)
Former National Fallen Firefighters Foundation (NFFF) chairman; ABC News political director; Chevy Chase (Maryland) Fire Department director
Chief Ron Siarnicki, executive director for the NFFF, details his early encounters with Hal Bruno: “Hal reached out to me when I was the Prince George’s Fire Department PIO. He was a volunteer firefighter in Montgomery County and followed my media efforts. Hal would provide advice and input on how to best interact with the media from a fire service perspective. He had worldwide experience with the media and was always able to bring it down to the local level.
“Hal had the ability to allow individuals to master their trade while giving guidance in a non-critical presentation. Most of all, he showed the true essence about caring for his people, his community and the fire service as a whole.”
[Read more about Hal Bruno from the NFFF]
Assistant Chief Carl Holmes (1927-2017)
Assistant chief, Oklahoma City Fire Department
Goldfeder shared the impact of Assistant Chief Carl Holmes, a beacon for diversity and leadership in the fire service: “I became friends with Carl in 1982, and I have to say that he really opened my eyes up to what a fire officer should be expected to be. In the following years, I took every seminar and class he offered, and he became a mentor and friend.
“Carl was one of the first 12 African Americans appointed to the Oklahoma City FD in 1951. Carl and his cohort worked hard to blend into the semi-segregation of two firehouses to which they were assigned, and they ultimately received an award given to the most efficient fire crews in the city.
“Holmes acknowledged that becoming an officer would be the hardest task he would face in his career. After retiring in 1981, he founded the Carl Holmes Executive Development Institute for Fire Management Training. While I am white and Carl had a profound impact on me and thousands of other white firefighters, he is best known for mentoring thousands of African American firefighters in leadership training from 1981 to his passing in 2017.
“This is just a small sampling of what motivated Carl to never give up and to provide hope, training and positive outcomes to thousands of firefighters, but especially African American firefighters, as today, so many of the most influential African American fire chiefs are those who gained from Carl’s giving.”
Dennis Compton
Former chairman, NFFF Board of Directors; fire chief, Mesa, Ariz.; chairman of IFSTA executive board; chairman, CFSI National Advisory Committee
Siarnicki continues his list with a living legend: “Denny and I work alongside one another while at the NFFF. His guidance and counsel from a national fire serve perspective was far beyond so many others. His ability to cut throughout the chatter and get to the meat of the issue is one of his most significant traits. He knows how to lead and most of all how to let others in leadership roles beneath him do what they needed to do. Most of all, Denny has the uncanny ability to be a visionary and see things four to five steps downstream, allowing his efforts to not step on those unexpected landmines.”
Dr. Lori Moore-Merrell
U.S. fire administrator; founder, International Public Safety Data Institute
Goldfeder highlights the unique background of our current U.S. fire administrator: “Lori started as a firefighter-paramedic in Memphis and the rest is history. IMO most importantly, while she was employed by the IAFF, she (and the union) always made sure her work was shared with all. It is because Lori put the science behind the needs for staffing – adequate staffing – that most fire department’s today are able to prove their local needs. While for years, departments, chiefs and unions used the ‘emotional’ aspect of why we need adequate staffing on the first alarm, Lori dug deep and has proven time and time again by using numbers and science why staffing is at the heart of any successful fire response.”
[Learn more about Dr. Moore-Merrell]
Dennis Smith (1940-2022)
FDNY firefighter; author, “Report from Engine Co. 82” and “Report from Ground Zero”; founder, Firehouse Magazine
Bashoor shares what makes Dennis Smith such a powerful presence in his life: “I was first introduced to Dennis through ‘Report from Engine Company 82.’ Dennis told it the way it was in raw terms that resonated with many of us – a no-holds-barred look at his time with FDNY. His storytelling was part of the hook for me in the fire service.”
[News: FDNY legend, author Dennis Smith dies; fire service leaders share tributes]
Lloyd Layman (1898-1968)
Former Parkersburg, W.Va., fire chief; author; commander, Coast Guard Fighting School; director for the Fire Office, Federal Civil Defense Administration
Garry Briese, executive director for the Colorado State Fire Chiefs, highlights one man who provided a level of influence and leadership that resulted in measurable, sustained and significant change over decades: Lloyd Layman.
“It was Chief Layman who first applied military tactics to the fire service, initiated pre-fire planning, and authored two documents, ‘Firefighting Tactics & Strategy’ and ‘Fundamentals of Fire Fighting Tactics,’ which were published in the late 1930s and early 1940s and are still the basis for many of today’s tactical firefighting operations (indirect attack and fog streams). In 1950, Layman presented a paper titled ‘Little Drops of Water’ at FDIC and in the process stood the fire service on its collective head. The paper introduced the indirect method of attack to suppress interior building fires using the heat-absorbing properties of expanding and condensing steam, produced in great quantities by fog (spray) streams. Most of the theory and methodology of indirect fire attack was based on the Coast Guard experiments (Layman was in charge of the Coast Guard’s wartime firefighting school at Fort McHenry), as well as additional testing conducted jointly by the U.S. Navy and other agencies in San Francisco under the project name ‘Operation Phobos.’
“Layman continued his experiments after he returned to his position as fire chief in Parkersburg, West Virginia, where he began in earnest applying the indirect method of attack to building fires. Layman explained his theories and methodologies in great detail in two books published by the NFPA: ‘Attacking and Extinguishing Interior Fires’ (1952) and ‘Fire Fighting Tactics’ (1953).”
Mary Beth Michos
Fire chief (ret.), Prince William County, Virginia; program manager, IAFC/Motorola Fire Service Executive Development Institute program
Fire Chief John Butler with the Fairfax County (Virginia) Fire & Rescue Department outlines why Chief Michos personifies professional development for fire and EMS executives: “She models the mantra that leaders are learners. Her messages typically include:
Commit to lifetime learning
Build relationships and networks
Keep relationships. Look out for one another. Can be lonely at the top
Stay informed and engaged
Show compassion and empathy”
Billy Goldfeder
Deputy chief, Loveland-Symmes (Ohio) Fire Department; co-host, FirefighterCloseCalls.com; member of the board of directors for multiple organizations: IAFC, September 11th Families Association and NFFF
We’re proud to call him a FireRescue1 columnist and board member, as well as a Lexipol senior fire advisor – and even a contributor to this very list.
Chief Rund spotlights her early introduction to Chief Goldfeder: “His name was out there, and I had seen his books, but never really met him until I was voted onto the Safety, Health and Survival Section of the IAFC. Since that time, I have grown to know Billy and learn from him in many ways. He is fair in his approach to how he evaluates things and has a very common-sense way of getting messages across. He is very passionate about everything he does and, most of all, his family. I have such an admiration for him and his wife, Teri, and I am honored to know him and call him my friend. We also share a love for the NFFF mission.”
[Read Goldfeder’s Fired Up! column and watch his What’s YOUR Problem? videos]
Gordon Graham
Lexipol co-founder, currently serving on board of directors; risk management expert; practicing attorney; 33-year veteran of law enforcement
It’s only fitting that our next spotlight is Gordon Graham, co-founder of Lexipol and FirefighterCloseCalls.com. If you’ve ever seen Graham speak in person, you’ll be able to relate to Chief Rund’s observations: “I had followed him for years but never really met him until I was able to bring him to Howard County as a speaker. He had commonsense approach to things, but he added the element of humor. This really allowed the room to engage, and you walked out remembering sayings and approaches that you may not have ever connected with in a mundane low-tone atmosphere.”
[Read more from Graham and watch some of his Today’s Tips]
Ron Siarnicki
Executive director, NFFF; former chief, Prince George’s County Fire/EMS Department
Here’s another leader who not only contributed to this list but is highlighted as one of the most influential fire service leaders. We are proud to include Chief Siarnicki as a member of the FireRescue1 editorial advisory board and praise his dedication to the families of fallen firefighters.
Chief Bashoor shares more: “Chief Ron Siarnicki spent over 20 years with the Prince George’s County Fire/EMS Department before taking on the role of executive director for the NFFF – three months prior to 9/11. Siarnicki stewarded the grieving American fire service through uncharted territory in the aftermath of 9/11. His understanding of the art of politics was instrumental in the expansion of the NFFF to not only respond to the 343 FDNY LODDs, but also build new programs and bolster existing programs that benefit fire departments and firefighters’ families across the country and beyond.”
Ronny J. Coleman
Former California state fire marshal; president, IAFC; fire chief, Fullerton and San Clemente (Calif.) fire departments
Former Ohio fire marshal Robert R. Rielage says Chief Ronny Coleman is easily among the leaders in the fire service that other chiefs want to emulate: “While many have tried, there may only have been a handful that equal his achievements. He is a leader, organizer, innovator, mentor and friend. I first met Chief Coleman when he was president of the IAFC. I had followed his monthly “Chief’s Clipboard” column, but having time to talk with him brought out his genuine interest in the topics that we discussed. Later Chief Coleman helped found the Institution of Fire Engineers – USA Branch, and contributed his guidance in helping the IFE exchange ideas and procedures with fire service colleagues from Europe and around the globe. During his tenure as fire marshal for the State of California, Ron found ways to continually improve his organization. And during my time as Ohio’s fire marshal, I was able to institute several improvements similar to those Ronny had made in California. Ron’s wisdom and spirit have stayed with me throughout my career, and I owe a lot to his teachings as both a mentor and friend.”
Steve Kerber
Vice-president and executive director, UL’s Fire Safety Research Institute (FSRI); deputy chief, College Park (Maryland) Fire Department
Goldfeder highlights the ongoing influential work of Steve Kerber: “So much of what we ‘know’ in the fire service is based in both experience and tradition – traditions when they are appropriate and accurate. Unfortunately, so much of what we do in our business is because ‘we have always done it that way’ and, arguably, it worked at the time, and we don’t accept change very well at all. But we also did not know what we didn’t know. Enter Steve Kerber.
“I have been friends with Steve for many years, well before his UL days, but I remember even back then having great ‘Why the hell do we do what we do when we have seen that it DOESN’T work’ discussions with him. Steve’s thirst to make change for a reason (benefiting the public and firefighters) is unending, but instead of empty arguments, he has been ingenious in securing funding and support to PROVE there are, at times, BETTER ways for us to fight fires and save civilians. Steve has led research in the areas of fire safety engineering, firefighter safety, fire forensics and fire science, and because of his passion, nearly all fire departments (from metros like FDNY to the most rural operation) operate differently – and more effectively – today than before Steve came along.”
[Read more about Kerber’s background and expertise]
Russell Sanders
Former NFPA Central Regional Director; Executive Secretary of the NFPA/IAFC Metropolitan Fire Chiefs Association; President of the U.S. delegation to the International Technical Committee for the Prevention and Extinction of Fire (CTIF), also known as the International Fire and Rescue Services Association
Multiple friends of FireRescue1 recommended Russ Sanders. Here’s some of what they had to say:
“I can think of no other who has contributed more to connecting the international fire community. He has been an outstanding ambassador for the fire service worldwide.”
“Russell Sanders is a wonderful peer and mentor, and a tremendous ambassador of goodwill! In his role as Central Regional Director, he was responsible for promoting the adoption and use of NFPA codes, standards, education programs, and membership in nine states. As Executive Secretary of the Metro Chiefs, he coordinated the activities and organized the meetings, and as President of the U.S. Delegation to the CTIF, worked with fire service leaders from 51 countries. Sanders co-authored the second edition of a comprehensive text entitled ‘Structural Firefighting,’ published by NFPA.
“Despite all of his responsibilities and incredible high esteem in the international fire service, Sanders regularly took the time to communicate and provide guidance and support to many other fire chiefs. Russ Sanders repeatedly demonstrated through his actions that a life not lived for others is not a life, and that improving life for the least among us enhances the quality of life for all of us. Russ brought to bear a powerful force for change, and a strong force for good!”
Michael Weller
CRR curriculum manager and adjunct instructor, National Fire Academy; Former fire prevention officer, Hagerstown (Maryland) Fire Department
Kris Blume, fire chief with the Meridian (Idaho) Fire Department, spotlighted a topic that, quite frankly, doesn’t get enough attention – and the man who advocates for increased knowledge: “Mike Weller is a 30-year veteran of the American fire service and has spent more than two decades instructing and teaching the fire service about community risk reduction. When we look at the list of those individuals who have changed our lives and the fire service, Mike Weller is at the top of my list. Any student who has participated in the Managing Officer or Executive Fire Officer Program over the past decade will know his name. His undying passion and love of the profession and the deep impact he has on the fire service are unmatched. Risk reduction is the future of the fire service, and one day, we will collectively look back at Mike Weller as the founding father.”
M.H. Jim Estepp
Former president, IAFC; Fire & EMS chief, Prince George’s County; director of Public Safety for Prince George’s County; vice president of the Board of Directors, CFSI
Chief Bashoor gives a shout out to the man who hired him – someone who’s influential for more reasons than that, though, he explains: “Chief Estepp served through the chairs of the IAFC, which was my introduction to that organization. He oversaw the spread of smoke alarm and residential sprinkler legislation, ultimately making Prince George’s County the first county in the United States to mandate smoke alarms and residential sprinklers in both single- and multi-family residential unit new construction. This effort is one I continue to hold near and dear to my causes .”
Chief Kelvin Cochran
Former U.S. fire administrator; fire chief, Atlanta
Chief John Buckman spotlighted Chief Cochran for his depth of experience, influence and integrity: “Kelvin J. Cochran stands up for his beliefs and has the highest level of integrity of persons that I know. Cochran started as a firefighter in Shreveport, Louisiana, eventually being promoted to fire chief. He served as fire chief in Atlanta before accepting the appointment as the U.S. fire administrator. He later returned to Atlanta as fire chief. Cochran also served as IAFC 2nd vice president and authored two books.”
Chief warren isman (1938-1991)
Fire chief, Montgomery County, Md., and Fairfax County, Va.; president, IAFC
Chief Michos noted that while there is so much to say about Chief Isman, she focused her comments on his impact on the world of hazardous materials: “Chief Isman is often referred to as the father of hazardous materials response for the fire service. He wrote one of the first books on hazardous materials for emergency responders, numerous articles on hazmat response, and lectured on hazardous materials throughout the U.S. and internationally. He chaired the first NFPA 472 committee for the development of standards for competence of emergency responders to hazardous materials incidents. He was instrumental in creating the first hazardous materials response teams conference held in Montgomery County. The conference continues as an annual offering of the IAFC. Chief Isman was active in numerous fire service organizations and served as the president of the IAFC.”
Ken Burris
Former COO, USFA; CFO, FEMA; fire chief, Marietta, Ga.
Chief Buckman shares his thoughts on Chief Burris, whom Buckman met when Burris was serving as the chief in Marietta, Georgia: “When he was appointed as the first COO for the USFA, Leslie (my wife) and I, along with Vickie (Ken’s wife) went to Emmitsburg to help him move into the office. Ken showed his commitment to stretching the envelope while serving as the COO, always knowing how to make sound financial decisions. One of the things Ken told me before I was appointed the State Fire Academy Director in Indiana was find out “who has the key to the door?” Ken’s point was that the people who make up the bureaucracy are figuratively behind locked doors, and if you can’t get inside that door, your ideas would be short term because the bureaucrats will move on after you are gone. Ken was so right with that advice. He later moved up to the CFO position for FEMA, where he managed the money and disaster response. On September 11, 2001, Ken was deployed to New York City. We talked several evenings about what had happened and the politics of managing a disaster in New York with the competition between agencies. Through it all, Ken had a focus and a desire to do the right thing for the right reason. His ego never got the best of him. He was sitting at the table when major decisions were made about disaster response. Over time, Ken was involved in response efforts for several other natural and manmade disasters. After FEMA, he went on to manage the James Lee Witt company, responding to and managing disaster response all over the world.”
Fred Windisch
Fire chief, Ponderosa Fire Department, Houston; co-founder, IAFC’s VCOS
Chief Buckman shares that he met Fred Windisch at Fire-Rescue International in 1985 – and the volunteer fire service was forever changed: “Fred and I both had a passion for helping the volunteer fire service into the future. When we formed the IAFC Volunteer & Combination Officers section in 1994, Fred and I would travel much of the time. We got to meet lots of important people in Washington, D.C., and develop relationships with them to help us with the implementation of ideas. Those meetings and relationships gave us the idea to write the VCOS ‘ribbon reports’ of which there are more than 10 reports on a variety of topics. Plus, we had this idea to have a national seminar aimed at volunteer- and combination-staffed systems, and thus, the Symposium in the Sun was created.
“Fred and I visited Pierce and made a proposal to them that Pierce would donate $100 from each apparatus sold that had a volunteer staffing component. Pierce agreed to the proposal, and 15 years later, Pierce continues to fund the VCOS with this program.
“Fred has attained the designation as Chief Executive Officer from the National Fire Academy. He is also designated as a Chief Fire Officer by the Center for Public Safety Excellence. He was selected by Fire Chief Magazine as Volunteer Fire Chief of the Year in 2000. He is a co-author of ‘Leadership Guide for Combination Fire Department.’
“Fred served as a volunteer fire chief beginning in 1975 for the Ponderosa Fire Department, eventually being hired as the first paid fire chief there. Today, Ponderosa is a very good model for combination staffing system. I have the utmost respect for Fred as a visionary leader, loyal friend and a strong advocate for the volunteer system.”
Francis Brannigan (1918-2006)
Multiple contributors and FireRescue1 readers noted the influence of Frank Brannigan. Here are just a few of the remarks:
“Prof. Frank Brannigan, in my opinion, was the most influential person in the last 50 years. His work concerning building construction did more to reduce firefighter injuries and deaths.”
“His book, ‘Building Construction for the Fire Services’ is still on my desk. I’d be willing to bet that the knowledge gained from that book saved many firefighters’ lives.”
“A lot of folks may not know this but Frank, as a young man, was an active buff with the FDNY and member of the Fire Bell Club. As such he went to many of the largest and most difficult jobs. Thus, he had an operational persective thst few have and was able to articulate the problems faced and solutions. He did this in a non-judgmental fashion. I was fortunate to be one of his students at Montgomery College in the 70s when he was the Program Director.”
Vincent Dunn
Deputy chief (ret.), FDNY; author
Chief Dunn is another leader who multiple people highlighted. Here are a few of the comments.
“40+ years of fire service with the FDNY, moving up the ranks from firefighter to chief and commander of Division 3. Adjunct professor at Manhattan College developing courses teaching building construction and fire behavior, plus collapse, which is instrumental in the training for the FDNY and many others. He has written many books on firefighting and a memoir on his experiences in the FDNY. A well-known authority on firefighting, Dunn has taught at the national fire academy, the FBI and John Jay College and has received many awards for his achievements.”
“The most influential leader and credible fire officer that had the most effect on my career without a doubt was Vincent Dunn. He along with Brannigan, Brunacini and Smith where pioneers in sharing information and in helping develop the fire service.”
From our readers & contributors
Here are some of the fire service leaders recognized by the FireRescue1 community. We’ll continue adding to the list over time.
John M. Buckman III: Director of Government and Regional Outreach for IamResponding.com; fire chief (ret.), German Township (Indiana) Volunteer Fire Department; past president, IAFC; co-founder, VCOS
“Chief Buckman has always been an advocate at all positions he has held for education and training. He specifically targeted the volunteer population that can be lost, even being almost 80% of our profession nationwide, providing training to huge audiences down to coffee table talks at Monday night drills to a handful of firefighters. On the international level, he has been involved in almost every major project the IAFC had put out over the past 3 decades, most recently, being the spearhead for the Yellow Ribbon Report on Behavioral Wellness. Chief Buckman stands for all the is good in the fire service, putting others first.”
Chief Garry Briese: Executive director, Colorado State Fire Chiefs; former executive director, IAFC
“When Garry went to work for the IAFC, he found an organization that was near bankruptcy. He took the IAFC from an almost bankrupt organization to one that was financially sound. Garry has a visionary mind that challenges the status quo.”
Congressman Curt Weldon and Bill Pascerell
“You could even argue Congressman Weldon was a fire chief. The fire service has revived billions of dollars of federal supprt due to those two.”
Dr. Harry Carter: Former fire chief (ret.) Newark, N.J., Fire Department; volunteer firefighter, Adelphia; and fire commissioner, Howell, N.J.
“We recently lost Harry, our mentor who taught us invaluable lessons on how to communicate effectively among ourselves and to recognize the need for federal and state funding. His wisdom was priceless, and he developed the leadership model, improving operations and fire department management. Harry was a staunch supporter of the volunteer fire departments in N.J. He was a contributing columnist in Firehouse Magazine, writing the column Command Post. His life work was to make us better at what we do by writing, teaching and engaging in the needed conversations, but most of all, he taught us to listen.”
John Eversole: Deputy Chief, Chicago Fire Dept.
Chief Eversole’s very down to earth, ‘every guy’ approach to things made him very relatable in the Haz-Mat world to both organizational leaders and down in the muck technicians. He was always very approachable and made everyone feel comfortable around, no matter if you were wearing lots of collar brass, or was the newest HM Tech in the group. He was always willing to share his knowledge and experience, as well as listen to others points of view.”
Chief Edward F. Croker: Chief of Department, FDNY, 1899-1911
“A prophet and pioneer in the area of Fire Prevention”
Dr. Dan Madrzykowski: Director of Research of the UL Fire Safety Research Institute.
“With many years of firefighting experience, Dr. Madrzykowski has actively designed, conducted and reported research findings that bring to the proverbial ‘tailboard firefighter’ the value of science-based fire behaviors in an understandable and immediately applicable manner. Dan and the UL team have contributed solid content to the training and practice environment to the benefit of citizen and firefighter safety. He goes out of his way to share this information in an enthusiastic and engaging manner with any and all in our profession. His work will supply our future generations with a strong and scientific basis for their training and fireground procedures.”
Tonya Hoover: Deputy U.S. Fire Administrator
“Having served as a local fire marshal before becoming the Assistant California State Fire Marshal, and later the California State Fire Marshal, Chief Hoover has been a leader in local, state, and federal fire service. Chief Hoover also served as the Superintendent of the National Fire Academy before becoming the Deputy United States Fire Administrator. Tonya served on the IFSTA Executive board as well. In addition to a well documented dedication to fire service training, Chief Hoover, as the California State Fire Marshal, was instrumental in placing single family residential fire sprinklers into the California Codes in 2010. She has been a relentless proponent of residential fire sprinklers.”
Patrick J. Kenny: Fire Chief (ret.), Western Springs, Ill.; author
“A leader in fire service mental health. He goes around the world speaking on this topic and is a major influence in the awareness of the mental health issues firefighter face. I am retired now, but worked directly with Chief Kenny and he genuinely cares!”
Charles Werner: Fire chief (ret.), Charlottesville, Va.; technology expert
“Charles Werner has been the most influential person for over 47 years in the areas of fire service communications, interoperability, GIS, thermal image cameras, hearing protection, digital noise, CAD, computer hardware/software solutions, iPads and information sharing. He served as the HSIN vice chair, started and served on the IAFC Technology Council, worked on Nextel interference and testified before Congress, served on the National Task Force for Interoperability following the 9/11 report, was one of the original concept developers of what now is FirstNet and served on first FirstNet Advisory Committee, served 10 years in the DHS SAFECOM Executive Committee and as chair for 2 years, served on the National Alliance for Public Safety GIS (NAPSG) Board of Directors for 10 years, and served on the IAFC Communications Committee and the National Public Safety Communications Council (NIPSTC). More recently, Werner started the National Public Safety UAS Council, and has now started DRONERESPONDERS, the largest public safety UAS nonprofit program.”
Bill Peterson: Former fire chief in Plano, Texas; organizer and first President of IFE - USA Branch
“He brought the best ideas from the international fire service to the U.S.”
Chuck Burkell
“May not be famous, but extremely influential by creating 2,000+ executive fire officers.”
Harvey Grant: Vehicle rescue instructor, author, former head of the Delaware Fire School.
“Harvey’s text ‘Vehicle rescue: A system of operations’ is the foundation for vehicle as we know it today. Along with Bob Murray and Jim Gargan, they set the foundation for what vehicle rescue is today.”
Paul Gleason: Wildland fire community leader
“Paul was a leader in the wildland fire community from 1964 until his death in 2003. He was the creator of LCES, which is today considered to be the foundational element of firefighter safety in wildfire. In addition to the many other things he did, he also helped D. Douglas Dent pioneer the professional tree falling program, which has educated countless firefighters in correct use of chainsaws. Learn more.”
Chief Engineer Harry Howard: NYFD, 1857-1860
“A pioneer and early advocate of the bunker system and fierce proponent for the long term care of aged firefighters.”
Ray Tiller: Waterloo, Iowa, fire chief, 1919-1965.
“One of the longest service fire chiefs in U.S. history. He was the long-time secretary-treasurer of the Missouri Valley Association of Fire Chiefs, a division of the International Fire Chiefs Association. He was named president in 1939 of the International Association and had served on its board of director.”
James B. Nichols: Former director, fire protection program at Tarrant County College in Fort Worth, Texas
“Nichols developed one of the first accreditation programs in the state of Texas and is responsible for training generations of fire service personal throughout the entire north Texas area and specialty advanced courses throughout the United States, the Texas forest service and numerous others. Qualified as an expert witness and litigation on fire investigation. Expert on fire chemistry and physics and conducted research in the early development of use of department SCBA and protective gear in regards to Hazmat and specialty tactics and strategies.”
James P. Seavey: Former chief, Cabin John Park (Maryland) Volunteer Fire Department
“Jim, along with Past Chief Brian McQueen, led the charge against occupational cancer in the volunteer fire service across the nation. Both were co-authors of the first Lavender Ribbon Report.”
Leo Stapleton: Commissioner, Boston Fire
James O. Page: Known as the “Father of Modern EMS”
William H. McClennan Sr.: President Emeritus, IAFF
Robert J. Quinn: Commissioner, Chicago Fire Department; the father of the Snorkel
Tom Carr: Former fire chief, Charleston (S.C.) Fire Department
Some readers submitted multiple leaders:
“Alan Brunacini, Warren Isman, Leo Stapleton, Ronnie Coleman. I had the pleasure of knowing these gentlemen, and they were consummate fire chiefs who brought a profound improvement to the fire services I’d also list: Billy Goldfeder Gordon Graham.”
“Several come to mind, some controversial but all major contributors. I have had the honor and privilege of knowing many on your list, and would like to add Dr. Harry Hickey, Gene Carlson, John Hoglund, Harold Thompson, Dr. Harry Carter, Ed McCormack and Dick Silvia.”
“Tommy Brennan - Hand in hand with Brunacini at FDIC; Ray Downey - Managed and taught from some of the greatest rescues. Dave Dodson - Provided us with the knowledge of smoke has a voice listen to it. Daniel Madrzykowski - Brought research and testing theories to the fire service. Test it before we lose another person. Push the fire service to learn the “whys.’”
“Terese Floren and Linda Willing in about 1983 established Women in the Fire Service, which evoked into IAWFES and currently is known as Women in Fire. This organization has brought about the inclusion of Women firefighters and formed the groundwork for the many Girls Fire Camps around the country.”
“I would like to suggest Lou Amabili - Delaware - former President, International Society of Fire Service Instructors; Chief Warren Isman – Montgomery Co. Fire/Rescue and chief of Fairfax County, Va., for his contributions to Fire Service Hydraulics and Hazardous Materials; Chief David Gratz – Montgomery Co. Md. for his contributions to management in the fire service.”
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On the Ballot The city is asking voters to consider two propositions on the August 1, 2023, primary election ballot to support the library and fire department. Click on the button to the left for more information. Fire Department Overview The Fire Chief manages the department. The Fire Chief is directly responsible for all activities […]
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The Fire Chief manages the department. The Fire Chief is directly responsible for all activities covered under the broad categories of administration, fiscal, emergency operations, training, and fire prevention. The Fire Chief reports directly to the City Manager.
The next level of management in the department is the Deputy Chiefs. These positions oversee all aspects of emergency management and the administration of training programs and public education and prevention.
Under the Deputy Chief of Operations are the Battalion Chiefs, the Captains and Lieutenants. The Captains and Lieutenants primarily help manage facilities, equipment maintenance, personnel, and emergency operations.
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| 49
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https://www.usfa.fema.gov/index.html
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en
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U.S. Fire Administration
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The U.S. Fire Administration is the lead federal agency for fire data collection, public fire education, fire research and fire service training.
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en
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/favicon.ico
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U.S. Fire Administration
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https://www.usfa.fema.gov/index.html
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For most students, the last fire safety training they received was in grade school, but with new independence come new responsibilities. It is important that both off-campus and on-campus students know their fire risks and prevention actions that could save their lives.
More resources to share with your community
Community Risk Reduction
Did you know:
Approximately 25% of all campus fire fatalities follow a party.
There are several specific causes for fires in on- and off-campus college housing, including cooking, candles, smoking and overloaded power strips.
Share campus fire safety materials
National Fire Data Center
USFA announces effort to launch new fire information and analytics platform
The USFA is leading a national effort to develop and launch a new interoperable fire information and innovative analytics platform, known as the National Emergency Response Information System (NERIS).
Learn about NERIS
Fire/EMS Training
Invest in yourself
The National Fire Academy has the courses to help you meet your professional development goals and reduce all-hazards risks in your community. The courses you take through the NFA can be considered for college credit.
View courses with vacancies
USFA Blog
New resources help communities plan for extreme heat
Heat-related illnesses and death are largely preventable with proper planning, education and action. Get 2 new resources from National Integrated Heat Health Information System to support communities and local leaders with heat planning and response efforts.
Read the article
USFA Blog
Using standards when selecting and purchasing responder equipment
Read the report by DHS that provides guidance related to the use of standards when selecting and purchasing protective and operational equipment for public safety organizations, including law enforcement agencies, fire departments and emergency medical services agencies.
Read the article
USFA Blog
2023 East Palestine train derailment and hazmat release
The National Transportation and Safety Board releases its findings and recommendations related to the investigation of the East Palestine, Ohio freight train derailment.
Read the article
Podcast Espisode 31
ISLAND: How to create an environment where people thrive
Learn about ISLAND, a tool to help you engage your personnel and help them thrive.
Listen to the podcast
USFA Blog
New tools launch to raise awareness on wildland urban interface fire
Learn more about the new tools USFA is launching to apply consistent data in the implementation of community risk reduction, code adoption and enforcement, mitigation, and planning efforts.
Read the article
USFA Blog
Become a Gold Helmet Department
Become a Gold Helmet Department to show you're actively involved in helping researchers investigate the link between firefighting and cancer. The Gold Helmet Challenge is an initiative from the National Institute of Occupational Safety and Health to recognize fire departments that achieve high participation rates in the National Firefighter Registry.
Read the article
USFA reauthorization further advances 50 years of fire service to nation
Discover how President Biden's bill reauthorizing the U.S. Fire Administration through 2028 strengthens America's fire safety efforts. For 50 years, USFA has led in preventing fires, training firefighters globally, and enhancing public awareness.
Read the release
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3740
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dbpedia
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0
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https://cityofchowchilla.org/168/Fire-Department
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en
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Chowchilla, CA
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https://cityofchowchilla.org/images/favicon.ico
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https://cityofchowchilla.org/images/favicon.ico
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The mission of the Chowchilla Volunteer Fire Department is to protect the people and property of Chowchilla from fire danger, hazards, and hazardous conditions. Local volunteers donate their time to educate the citizens on the importance of fire safety.
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Mission
The mission of the Chowchilla Volunteer Fire Department is to protect the people and property of Chowchilla from fire danger, hazards, and hazardous conditions. Local volunteers donate their time to educate the citizens on the importance of fire safety. Our department takes a proactive approach to teaching fire prevention to help reduce the amount of reactive fire call volume. We visit local elementary schools and preschools on an annual basis to provide fire safety training to all students.
Department Structure
The department has 25 active volunteer members with years of service ranging from one year to over 30 years. Currently, our department has an updated ISO rating of 4. Regular training meetings are held three times monthly, and special training sessions are scheduled throughout the year.
ISO Rating of 4 was updated effective April 1st, 2021. Owners should check with their insurance companies to make sure they get the most benefit from the adjusted rate.
Before You Burn
Understand fireplace restrictions and view the Check Before You Burn page provided by the San Joaquin Valley Air Pollution Control District. Also, burning trash, including green waste, and even having a small outdoor fire are against the City Ordinance.
Volunteer Firefighter
If you are interested in becoming a volunteer firefighter, applications are accepted when openings are available. If you are interested in volunteering and would like information, contact the Chowchilla Fire Department by calling 559.665.8626. Applications are currently being accepted; click Here Version OptionsFireHeadline Volunteer Firefighterfor the application.
Funding
The Chowchilla Volunteer Fire Department is funded primarily through City general fund revenues. The department also relies on various grant funding sources and the generosity of local individuals and civic service clubs that donate to further the progress of the department.
Through funding from both the Assistance to Firefighters Grant and the Homeland Security Grant through the State’s Office of Emergency Services, the Chowchilla Fire Department has been able to provide new turnout gear, portable radios, breathing apparatus, and wildland gear for the firefighters.
The Citizens of Chowchilla recently passed Measure N, which is a Public Safety Sales tax. The funds from this tax will be used to assist the Chowchilla Police Department as well as the Chowchilla Fire Department. The Public Safety Sales Tax will allow the CVFD to purchase specialized equipment and hire staff, among other things. The City has created two full-time paid positions for the department, which are a Battalion Chief and a Fire Inspector.
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