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https://fire.lacounty.gov/explorer-program/
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en
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Explorer Program
|
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2019-03-21T01:44:36-07:00
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#Page Content
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/wp-content/uploads/2019/08/cropped-LACoFD-Logo-Color-32x32.png
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County of Los Angeles Fire Department
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https://fire.lacounty.gov/explorer-program/
|
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.
.
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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Hickory Fire Department provides high quality emergency services, education, and prevention that protect our community through professional coworkers focused on customer service, compassion, commitment, and innovation. Formally organized in 1905, Hickory Fire Department's goal is to prevent fires, save lives and property, and protect the environment. Vast amounts of training and planning go into reaching this goal to better protect the citizens of Hickory. Implementing this goal must always be done within the budget restraints formulated by the city administration and approved by the City Council. Hickory Fire Department promises to strive toward improvement, to listen to the needs of our community, and to ensure our department answers the needs of the public throughout the city.
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Facebook
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Sieh dir auf Facebook Beiträge, Fotos und vieles mehr an.
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The Wheeling Fire Department is a full-service organization providing a variety of services to the community.
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Plan Ahead ! If a fire breaks out in your home, you may have only a few minutes to get out safely once the smoke alarm sounds. Everyone needs to know what to do and where to go if there is a fire. Click on the link below for information on home fire escape plans.
Have an Escape Plan
Emergency Planning
Family Communication Plan
Disaster Kit
Services Provided:
The Wheeling Fire Department is a full-service organization providing a variety of risk-reduction services to the community.
Services provided by the Fire Department include but are not limited to:
CPR Classes
Emergency medical treatment and transportation
Fire investigation
Fire prevention
Fire suppression
Hazard mitigation
Public education
Work Hours:
Administrative personnel are assigned to Fire Station 44 (Headquarters); Monday - Friday, 08:00 AM to 04:30 PM
Fire Prevention Bureau personnel are assigned to Village Hall; Monday - Friday, 08:00 AM to 04:30 PM
Shift personnel work a 24 hour "on", 48 hours "off" rotating schedule; 3 shifts of 18 personnel.
Fire Station 44 (Headquarters): 8 personnel per shift
Fire Station 43: 6 personnel per shift
Fire Station 42: 4 personnel per shift
Insurance Services Office (ISO) Rating:
The Wheeling Fire Department is independently evaluated on a regular basis by the Insurance Services Office (ISO). The purpose of this evaluation is to determine the overall emergency response capabilities of the Fire Department and its probable impact on fire insurance claims. A "Class 1" rating is the best and a "Class 9" rating is the worst. The Wheeling Fire Department is currently classified as a "Class 2" (effective November 1, 2017). As a result, residents and local businesses enjoy relatively low fire insurance rates. As a result of this Class 2 rating, this places the Wheeling Fire Department in the top 3.4% of all fire departments nationwide.
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https://fireengland.uk/your-fire-and-rescue-service/what-your-service-responsible
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en
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What your service is responsible for
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https://fireengland.uk/themes/custom/fire_england/assets/favicons/favicon.ico
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https://fireengland.uk/themes/custom/fire_england/assets/favicons/favicon.ico
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[
"https://fireengland.uk/sites/default/files/styles/default/public/2020-07/service-responsible-1-min.jpg?h=fcf25457&itok=hyMyxZFH"
] |
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""
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/themes/custom/fire_england/assets/favicons/favicon.ico
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Fire England
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https://fireengland.uk/your-fire-and-rescue-service/what-your-service-responsible
|
Your fire and rescue service is responsible for:
promoting fire safety in its area
extinguishing fires in their area, as well as protecting life and property in the event of a fire
rescuing people in the event of a road traffic accident
assessing and preventing any fire and rescue-related risks
responding to any other emergencies, including requests from the Secretary of State
View the Fire and Rescue Services Act 2004, the legislation that governs fire and rescue services in England and sets out their core functions.
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https://www.fresno.gov/fire/
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en
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Fresno Fire Department – City of Fresno
|
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https://www.fresno.gov/fire/
|
The Fresno Fire Department (FFD) has served the community with pride since 1877. We are one of the most innovative and progressive fire departments in the nation, guided by our mission to protect and put service above all else, our core values of teamwork, trust, and commitment, and our vision of being recognized as a standard of excellence in the fire service.
With 20 stations across our community, we provide full-time fire suppression, fire prevention, urban search and rescue, hazardous material response, and airport firefighting capabilities.
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https://enhancv.com/resume-examples/firefighter/
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en
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5 Firefighter Resume Examples & Guide for 2024
|
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"Volen Vulkov"
] |
2019-01-15T12:32:25.495000+00:00
|
Discover top firefighter resume examples & expert tips for 2024. Craft a standout resume that showcases your skills, achievements, and dedication.
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/favicon.ico
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Enhancv
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https://enhancv.com/resume-examples/firefighter/
|
With wildfires becoming more frequent and intense, it's clear the challenges in firefighting are evolving. Climate change is pushing us to adapt and rethink how we manage these disasters. The need for skilled firefighters who are ready to face these challenges head-on has never been more critical.
If you're considering a career in firefighting, you're looking at an opportunity to make a real difference. The job now involves not just battling blazes but understanding and responding to the broader impact of climate change on our environment. It’s about being part of a new generation of firefighters who are as committed to sustainability as they are to saving lives and property.
But here’s the question: how do you capture your readiness and your diverse skills in a resume? How do you make sure your application stands out in a field where the demands are as dynamic as the fires you’ll be fighting?
Our guide is designed to tackle this challenge. After reading the article below, you'll build a resume that not only shines a light on your unique blend of courage and commitment but also opens doors to new opportunities. Here’s what we’ll cover:
How to build a readable and concise resume that passes ATS and recruiters’ assessment.
How to translate your front-line experience into a compelling narrative that highlights transferable skills such as leadership, crisis management, and teamwork.
How to quantify your achievements and impact, turning your everyday heroics into measurable milestones that catch a recruiter's eye.
How to play around with resume sections and organize them in the best way possible, demonstrating your suitability for the role you’re applying for.
Whether you're aiming to advance within the fire service or pivot to a new career path, building a resume that fully captures your experience, skills, and bravery is no small feat. Let’s get started.
Are you considering any other public safety role? Check out some other related resume examples.
Volunteer Firefighter Resume
Police Officer Resume
Entry-level Police Officer Resume
Public Safety Officer Resume
Law Enforcement Resume
Firefighter Cover Letter
How to format a firefighter resume
Usually, we talk about three main types of resume layouts. The reverse chronological resume lists employment history starting with the most recent positions first and is best suited for individuals with extensive experience. The second one is the functional resume, which emphasizes skills over chronological work history. It’s ideal for entry-level candidates or those with career gaps.
In the case of firefighters, however, the most reasonable choice is the combination, or hybrid, resume. This format allows for a dedicated section to highlight your transferable skills upfront, such as crisis management, teamwork, leadership, problem-solving, and effective communication. The hybrid resume is also particularly beneficial for firefighters looking to advance within the fire service or transition into new roles where emphasizing the applicability of their skill set is crucial.
Formatting tips for a job-winning resume
A resume demands paying attention to some very specific details like ATS-friendly fonts and acceptable file formats. Below, we break down the formatting principles you should follow when building your firefighter resume.
Resume header: Include your name, contact information, and location. This is also the ideal place to put a link to your LinkedIn account.
Fonts: Go with a professional, readable font that can be easily recognized by applicant tracking systems. Lato, Arial, Rubik, or Calibri, size 10-12 pt would work perfectly for a firefighter resume.
Margins: This part of your resume should comply with industry standards and shouldn’t be less than 1 inch wide. Margins provide white space on a resume and make it easy to read.
Layout: Go for a clean layout (a single- or double-column resume) and keep your resume length no more than 1 page long.
Language: Proofread your resume for typos and grammar mistakes. If you’re not confident, use our resume checker—it’ll do the necessary optimization for you.
PDF format: Many people have expressed frustration with their resumes failing to pass the ATS assessment. In many of those cases, the file format is the reason. So, make sure you save your resume as a PDF file to preserve the layout across all devices and platforms.
If you already have a resume built, chances are it might not be ATS-friendly. Click the button below to see if it passes the test or not.
Is your resume good enough?
Drop your resume here or choose a file. PDF & DOCX only. Max 2MB file size.
Privacy guaranteed
Now that we covered the foundations of a well-organized resume, have a look at the must-have sections you’ll need to fill in.
The top sections on a firefighter's resume
Firefighting and rescue experience: Demonstrates hands-on experience and success in firefighting, rescue operations, and emergency response.
Emergency medical services (EMS) skills: Highlights qualifications in providing medical assistance, showcasing the ability to perform under pressure.
Fire safety and prevention education: Reflects contributions to community safety through educational programs, inspections, and compliance efforts.
Specialized training: Experience in managing hazardous situations is critical for safety roles.
Professional certifications: Lists relevant certifications such as EMT, Firefighter I/II, and HazMat, underscoring specialized skills and knowledge.
Now consider how recruiters interpret these sections and what they’ll be on the lookout for when reviewing your application.
What recruiters want to see on your resume
Proven experience in firefighting and emergency response: Recruiters look for hands-on experience to ensure candidates can handle the physical and mental demands of the job.
Certifications such as EMT, Firefighter I/II, and HazMat: These are essential qualifications that demonstrate the candidate's commitment and readiness for the role.
Physical fitness and agility: Necessary to perform the strenuous duties of firefighting, including carrying heavy equipment and rescuing individuals.
Teamwork and communication skills: Critical for effectively working in teams during high-pressure situations and ensuring safety and coordination.
Community service and public education: Showcases the candidate's dedication to fire prevention and safety awareness within the community.
To demonstrate your effectiveness as a fireman, learn how to describe your work experience. We’ll dive into more detail on that in our next section.
How to write your firefighter resume experience
The largest part of your resume should showcase your practical application of skills and knowledge in real-world situations. This is the place to prove you can handle the intense and varied demands of firefighting and emergency response.
The most common approach for writing your experience section is to use the reverse chronological order.
Begin with the title of the most recent position held.
Mention the dates of employment and the name of the organization.
List key responsibilities, achievements, and any specialized tasks or operations.
Remember, highlighting quantifiable achievements, like the number of fire incidents managed or training sessions led, can significantly boost your profile by demonstrating the tangible impact of your work.
Let’s see this in practice, starting with an exaggeratedly bad example.
Experience
Firefighter/EMT
Los Angeles Fire Department
Los Angeles, CA
•
Responded to numerous emergency calls each year, dealing with a range of situations.
•
Participated in discussions with the LA County Emergency Services to put together a wildfire prevention plan.
•
Attempted to improve team efficiency through the creation and delivery of a training program, covering various firefighting techniques.
•
Carried out a number of fire safety inspections and held community education sessions.
WRONG
These achievements don’t sound particularly impressive as they lack quantifiable outcomes. It’s a list of routine tasks, presented in a mundane light.
The improved version below shows how much more depth you can add to your experience section with a few tweaks.
Experience
Firefighter/EMT
Los Angeles Fire Department
Los Angeles, CA
•
Responded to over 300 emergency calls annually, including fires, medical emergencies, and hazardous material incidents, demonstrating rapid decision-making and a commitment to community safety
•
Collaborated with the LA County Emergency Services to develop and implement a comprehensive wildfire prevention program, contributing to a 20% reduction in wildfire occurrences in the Los Angeles area.
•
Enhanced team efficiency by 15% through the design and delivery of an in-house training program focusing on advanced firefighting techniques, emergency medical care, and team leadership.
•
Conducted 200+ fire safety inspections and community education sessions annually, raising local fire safety standards and promoting preventive practices among community members.
RIGHT
The effectiveness of these entries is evident through several key aspects:
Quantified achievements: The entry quantifies the firefighter's contributions, such as responding to over 300 emergency calls annually and conducting more than 200 fire safety inspections each year. These metrics offer a clear, measurable impact of the firefighter's work.
Action verbs: The use of strong action verbs like responded, collaborated, enhanced, and conducted at the beginning of each bullet point actively highlights the firefighter's role in each accomplishment. This makes the resume more dynamic and places the individual as a proactive and essential contributor to their team and community.
Key skills: The section demonstrates a range of key skills vital for a firefighter, including rapid decision-making, teamwork and collaboration (especially with LA County Emergency Services), leadership (evidenced by enhancing team efficiency and leading training programs), and community engagement (through fire safety inspections and education sessions).
To emulate the best practices for writing a resume experience section, follow our tips below.
How to quantify impact on your resume
Quantifying achievements on a resume provides evidence of your capabilities and impact. Here are tailored instructions to make your firefighter resume more impactful:
Include the total area (in square miles or acres) you helped protect from wildfires, demonstrating your contribution to safeguarding community and natural resources.
Mention the percentage decrease in fire incidents or emergency calls in areas where you led public education initiatives, showing your effectiveness in preventive measures.
List the exact number of fire safety inspections conducted, highlighting your thoroughness and commitment to safety standards.
Detail the number of training sessions you've conducted or participated in, underscoring your dedication to continuous improvement and skill enhancement.
Specify the volume of emergency medical services calls you've responded to, reflecting your versatility and efficiency in critical situations.
Report the amount of equipment and assets you've managed or maintained, indicating your responsibility and the trust placed in you to handle valuable resources.
Present the number of community outreach programs you've initiated or been involved with, showcasing your commitment to community engagement and safety education.
State the number of high-risk interventions you've participated in, such as complex rescues or hazardous materials incidents, demonstrating your capability in high-stakes environments.
Regardless of your experience level, try to add quantifiable achievements to each statement you make on your resume. This speaks volumes about your commitment to the profession.
Real heroes are men who fall and fail and are flawed, but win out in the end because they've stayed true to their ideals and beliefs and commitments.
Kevin Costner
Next, we’ll discuss how to write a resume if you’re a first-time firefighter.
How do I write a firefighter resume with no work experience
For firefighters starting their careers with no direct experience, crafting a compelling resume can still be achieved by emphasizing relevant skills, volunteer experiences, certifications, and education. Here are key strategies to consider:
Highlight education and certifications: To show your readiness to begin work, start with your firefighting education, any relevant certifications, or emergency medical training, such as hazardous materials handling.
Emphasize transferable skills: Even if you haven't worked as a firefighter, you likely have skills from other experiences that are valuable in firefighting. Highlight teamwork, physical fitness, decision-making under pressure, and any leadership experience. Use examples from school, sports teams, or other jobs to illustrate these skills.
Volunteer experiences: If you've volunteered, especially in roles related to emergency services, community safety, or first aid, detail these experiences. Volunteering shows a commitment to community service and can provide practical skills relevant to firefighting.
Soft skills: Firefighting requires a strong set of soft skills, including communication, empathy, and resilience. Provide examples of how you've demonstrated these in other settings.
Technical proficiencies: List any technical skills and proficiencies, especially those related to emergency response, such as familiarity with firefighting equipment, emergency dispatch software, or first aid techniques.
An objective statement: This demonstrates your enthusiasm and commitment to pursuing a career in firefighting, while also highlighting your understanding of the role's demands.
Above all, customize your resume for the job: Tailor your resume to align with the specific requirements and duties of the firefighter position you're applying for. Use keywords from the job listing to make your resume more relevant.
PRO TIP
Test your draft firefighter resume by sending it out to peers and mentors in your circles. Ask them to review it as if they were hiring you for a project and implement the feedback afterward.
We’ll explore each of the bullet points above further in the guide. Next—skills on a resume.
How to list hard and soft skills on your resume
We've already highlighted the importance of using keywords in your resume. They provide clear guidance for the entire resume-writing process. It's simple—review the job description, take note of the requirements, and then make sure you incorporate these exact words into your resume. Why? It's the most effective way to pass ATS scanners and grab recruiters' attention.
When deciding which skills to include in your resume (and we imagine there are many), prioritize those mentioned in the job posting and relevant to the position you're applying for. (Being a proficient user of programming languages might be impressive, but it won't save lives if you're applying for a firefighter position).
Moving on to practical skills. Your hard skills are acquired through education, certifications, and training, so it's crucial to prominently display them in a dedicated section of your resume.
Best hard skills for your firefighter resume
Emergency Medical Services (EMS) certification
Fire suppression techniques
Hazardous materials handling (HAZMAT)
Fire safety inspection protocols
CPR and First Aid certification
Firefighting equipment operation (hoses, extinguishers, ladders)
Incident command system (ICS) knowledge
Wildland firefighting techniques
Structural firefighting strategies
Fire prevention and education methodologies
Technical rescue techniques (confined space, high angle, trench)
Water rescue certification
Fire scene investigation and reconstruction
Building codes and fire regulations comprehension
Emergency vehicle operation
Fire alarm and suppression systems maintenance
Firefighting personal protective equipment (PPE) usage
Basic life support (BLS) certification
Thermal imaging technology usage
Radio and communication systems proficiency
Interpersonal skills are equally important to include in your resume. However, to avoid simply listing them, think of how you could integrate them within other resume sections. This would save you space and will also allow you to prove them by providing context.
For example, these skills can be easily incorporated into the objective statement or in your experience section entries. For instance:
Played a pivotal role in a high-profile rescue operation during the 2020 California wildfires, safely evacuating 50+ residents from a threatened neighborhood and receiving the Fire Chief’s Commendation for bravery.
This experience example illustrates how you can imply certain skills (bravery, working under pressure, problem-solving) without explicitly mentioning them. Only make sure you give enough context and quantify your achievements.
Below is a list of the most valued soft skills a firefighter should possess.
Next, we focus on the necessary education for a firefighter.
How to list education and certifications on your resume
The importance of education for firefighters in the U.S. can vary significantly depending on the fire department and the specific role within firefighting. For instance, in many regions, the field is highly competitive, so having a degree in fire science can make a candidate more attractive to hiring committees by demonstrating a commitment to the profession and a deeper understanding of fire behavior, emergency management, and fire prevention strategies.
However, in general, a minimum of a high school diploma or GED is required for entry-level firefighter positions. This educational baseline ensures that all candidates have fundamental skills in communication, mathematics, and science, which are essential for the job.
Your education section could look like this:
Education & Certification
Bachelor of Science in Fire Science
Texas A&M University
College Station, TX
GPA: 3.5
3.5
/
4.0
•
Specialized in urban fire safety and fire prevention methods.
•
Completed coursework in emergency medical services and fire behavior analysis.
Certified Emergency Medical Technician (EMT)
Texas Department of State Health Services
Austin, TX
•
Completed state-approved EMT program, focusing on basic life support, patient assessment, and emergency response.
RIGHT
The completion of certification programs and ongoing training is critical in the firefighting profession. Firefighters must undergo initial training at a fire academy and continue their education through specialized courses offered by organizations like the National Fire Protection Association (NFPA) and the International Association of Fire Fighters (IAFF).
Here’s a list of some of the most popular certificates in firefighting.
These certifications can be essential for meeting job requirements and staying updated on the latest firefighting techniques and safety protocols. Since in your case certifications are more important than college education, we recommend that you dedicate a separate section to them. Here’s how to list them:
Start with the certification title.
Add a serial number if available or certification date.
State the organization/institution that issued it.
Certifications
Hazardous Materials (HazMat) Operations Certification (2022-08)
Occupational Safety and Health Administration (OSHA)
RIGHT
The next section of this guide gives you the right steps for writing your career summary or objective.
How to write your firefighter resume summary or objective
The are two major differences between a summary and an objective: length and purpose.
The objective statement is 1-3 sentences highlighting your biggest strengths, relevant experience, and how you’re going to add value to the specific job or organization you’re applying for. It’s best suited for less experienced candidates.
Summary
Dedicated professional firefighter, кnown for exceptional problem-solving abilities. Аiming to utilize my strong leadership skills, demonstrated by training and leading a team of 20 firefighters, to excel in high-stakes environments. Passionate about serving as a pillar of support and safety for the community I am part of.
RIGHT
The summary can span up to 5 sentences and outlines your most valuable strengths and accomplishments. If you have more than 3 years of experience, go for a career summary.
Let’s explore two examples of career statements and see the do’s and don’ts in writing summaries.
Summary
Worked as a firefighter in Nevada for 3 years. Experienced in fires and emergencies. Looking for new opportunities in the field.
WRONG
This summary lacks specific details about achievements and responsibilities, making it difficult to gauge the candidate's experience and skill level.
The use of vague language doesn’t convey a clear understanding of the candidate’s role, contributions, or the scope of their experience in firefighting and emergency response.
It misses an opportunity to highlight unique skills or specialized training relevant to firefighting, which could differentiate the candidate from others.
Professional Summary
Dedicated firefighter/EMT with over 8 years of experience in emergency response and fire suppression in Nevada, proficient in advanced life support and emergency medical services. Led a team that reduced fire-related injuries in the community by 20% through proactive fire safety education and training programs. Skilled in hazardous material handling, with over 100 hours of specialized training, ensuring safe and effective management of chemical and gas fires. Awarded "Firefighter of the Year" twice for exemplary service and leadership in high-pressure situations.
RIGHT
Now, this is a summary done well. Here’s why:
Length: 4 sentences filled with specific information and job-relevant keywords.
Quantified achievements: The reduction of fire-related injuries by 20% provides a clear measure of the candidate's impact.
Specific skills and specialized training: Showcases the candidate's expertise in critical areas of firefighting and emergency medical services.
Recognition: "Firefighter of the Year" awards are mentioned, offering concrete evidence of the candidate's excellence and leadership in the field.
These are the most important elements of a good resume summary. Feel free to take the example and adapt it to your own needs. If you don’t feel confident in wording your accomplishments, our resume-building app is packed with thousands of content suggestions to help you find the right words for your experiences.
Additional sections for a firefighter resume
Creating a firefighter resume that stands out requires not only listing your core qualifications and experiences but also including additional sections that highlight your unique skills, accomplishments, and personal attributes. Here are some reasonable optional sections you might consider adding to your firefighter resume to make it more comprehensive and appealing:
Awards and honors: Any recognitions or awards received for your service, bravery, lifesaving actions, or community involvement.
Professional memberships: Membership in organizations such as the International Association of Fire Fighters (IAFF) or the National Fire Protection Association (NFPA) indicates your engagement with the broader firefighter community and commitment to staying informed about industry standards and advancements.
Languages: Fluency in languages other than English can be a significant asset, especially in diverse communities.
Community engagement: Involvement in community activities or initiatives, especially those that promote safety, health, and well-being, can demonstrate your commitment to public service beyond your firefighting duties.
How to put volunteer experience in your resume
Highlighting volunteer work, especially if it’s related to emergency response, community service, or healthcare can be game-changing for firemen. According to a BBC article from January 2024, “Of the more than one million firefighters in the US, 65% of them are volunteers […]. Of the more than 29,000 fire departments across the country, almost 19,000 of them are run completely by volunteers.”
Naturally, you’d want your community contributions explicitly mentioned in your resume. For the sake of space, you could list your volunteer work in your experience section. Remember to add measurable achievements and not simply list what you did.
Experience
Wildland Fire Volunteer Firefighter
State Forestry Fire Department
Contributed to wildfire control and ecosystem management through strategic firefighting and prescribed burns.
•
Led a team of 10 volunteer firefighters in responding to wildfires and wildland fires, implementing fire suppression strategies.
•
Participated in 3 prescribed burn operations, reducing the risk of uncontrolled wildfires and enhancing ecosystem health.
RIGHT
Key takeaways
In crafting a standout firefighter resume, it's crucial to showcase your most remarkable achievements, ensure clarity and accuracy, and effectively highlight your skills, certifications, and volunteer experiences. This article has provided a comprehensive guide on how to:
Organize your achievements and structure your resume to spotlight your most significant accomplishments, ensuring they capture the attention they deserve.
Harness the power of AI for crafting an impeccably readable resume, enriched with content suggestions and thorough proofreading to eliminate errors.
Elevate your resume by quantifying your contributions, using precise data to showcase the tangible impact of your efforts.
Identify and incorporate the most relevant skills for firefighting, weaving them seamlessly into your resume.
Present your certifications to ensure they stand out, underscoring your specialized knowledge and qualifications.
Emphasize volunteer work on your firefighter resume, showcasing your commitment to community service and teamwork.
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https://www.facebook.com/photo.php%3Ffbid%3D690328549938061%26set%3Da.175523948085193%26type%3D3
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en
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Facebook
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https://static.xx.fbcdn.net/rsrc.php/yv/r/B8BxsscfVBr.ico
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https://static.xx.fbcdn.net/rsrc.php/yv/r/B8BxsscfVBr.ico
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"https://facebook.com/security/hsts-pixel.gif?c=3.2"
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Sieh dir auf Facebook Beiträge, Fotos und vieles mehr an.
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de
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https://static.xx.fbcdn.net/rsrc.php/yv/r/B8BxsscfVBr.ico
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https://www.facebook.com/login/
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dbpedia
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https://www.dir.ca.gov/title8/3411.html
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en
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California Code of Regulations, Title 8, 3411. Private Fire Brigades.
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"https://www.dir.ca.gov/Images/arrow_marble_left.gif"
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(1) Scope. This section contains requirements for the organization, training, and personal protective equipment of fire brigades whenever they are established by an employer.
(2) Application. The requirements of this section apply to private fire brigades, such as industrial fire departments and private or contractual type fire departments. Personal protective equipment requirements apply only to members of fire brigades performing interior structural fire fighting activities. The requirements of this section do not apply to airport crash rescue or forest fire fighting operations.
(1) Organizational Statement. The employer shall prepare and maintain a statement or written policy which establishes the existence of a fire brigade; the basic organizational structure; the type, amount, and frequency of training to be provided to fire brigade members; the expected number of members in the fire brigade; and the functions that the fire brigade is to perform at the workplace. The organizational statement shall be available for inspection by the Division of Occupational Safety and Health and by employees or their designated representatives.
(2) Personnel. The employer shall ensure that employees who are expected to do interior structural fire fighting are physically capable of performing duties which may be assigned to them during emergencies. The employer shall not permit employees with known heart disease, epilepsy, or emphysema, to participate in fire brigade emergency activities unless a physician's certificate of the employees' fitness to participate in such activities is provided. This subsection shall become effective 60 days after the effective date of this Article.
(1) The employer shall provide training and education for all fire brigade members commensurate with those duties and functions that fire brigade members are expected to perform. Such training and education shall be provided to fire brigade members before they perform fire brigade emergency activities. Fire brigade leaders and training instructors shall be provided with training and education which is more comprehensive than that provided to the general membership of the fire brigade.
(2) The employer shall ensure that training and education is conducted frequently enough to assure that each member of the fire brigade is able to perform the member's assigned duties and functions satisfactorily and in a safe manner so as not to endanger fire brigade members or other employees. All fire brigade members shall be provided with training at least annually. In addition, fire brigade members who are expected to perform interior structural fire fighting activity shall be provided with an education session or training at least quarterly.
(3) The quality of the training and education program for fire brigade members shall be similar to those conducted by such fire training schools as the Maryland Fire and Rescue Institute; Iowa Fire Service Extension; West Virginia Fire Service Extension; Georgia Fire Academy; New York State Department, Fire Prevention and Control; Louisiana State University Firemen Training Program, or Washington State's Fire Service Training Commission for Vocational Education. (For example, for the oil refinery industry, with its unique hazards, the training and education program for those fire brigade members shall be similar to those conducted by Texas A & M University, Lamar University, University of Nevada-Reno Fire Academy, or the Delaware State Fire School.)
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dbpedia
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https://www.cityofpa.us/143/Port-Angeles-Fire-Department
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en
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Port Angeles, WA - Official Website
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https://www.cityofpa.us/images/favicon.ico
|
https://www.cityofpa.us/images/favicon.ico
|
[
"https://www.cityofpa.us/ImageRepository/Document?documentID=12605",
"https://www.cityofpa.us/ImageRepository/Document?documentID=12359",
"https://www.cityofpa.us/ImageRepository/Document?documentID=3764",
"https://www.cityofpa.us/ImageRepository/Document?documentId=12610"
] |
[] |
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[
""
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Discover information pertaining to the Port Angeles Fire Department.
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en
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/images/favicon.ico
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Improving the Quality of Life
The Port Angeles Fire Department is dedicated to improving the quality of life for the citizens and visitors of the city while providing a broad range of services designed to save lives and property. We offer a variety of services and programs to help educate the public on proper fire and personal safety.
Station Tours & Open House
The Port Angeles Fire Department offers station tours of its facilities and equipment to interested parties. Fire prevention and education is our main focus and we can provide lectures, demonstrations, and show fire safety videos.
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https://www.bmefire.com/firefighter-ranks/
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en
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Fire Department Ranks
|
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Learn more about the different Fire Department Ranks and their responsibilities with your trusted Boise experts, BME Fire Trucks. Click to read more.
|
en
|
BME Fire Trucks
|
https://www.bmefire.com/firefighter-ranks/
|
The fire service was developed as a paramilitary organization around 1647, which has helped create the structure of fire department rankings that we see today.
A paramilitary organization is a semi-militarized organizational structure similar to those of a professional military but not actually part of the armed forces.
When firefighters are hired, they are considered recruits. They must complete a recruit academy to become probationary firefighters and remain on probation for six months. Promotions to higher ranks are determined by years of experience, test scores, and other evaluative criteria.
Here is an outline of the firefighter ranks in order:
Probationary firefighter
Firefighter
Driver engineer
Lieutenant
Captain
Battalion chief
Assistant Chief
Fire chief
Fire Department Units
Fire department units are usually divided into a few basic categories:
Company
Battalion
Districts
Company
Two or more firefighters are organized as a team, led by a fire officer, and equipped to perform certain operational functions. This is the basic unit.
Battalion
A battalion consists of several fire stations and multiple fire companies. A battalion chief has command over each fire station’s officers and each company or unit’s officers, as well as the uniformed firefighters.
Districts
This is another division that is most often employed only in the larger departments. A district chief is usually over several battalions.
Firefighter Ranks
Here is a look at each role within the fire service and its ranks.
Probationary firefighter
The probationary firefighter is an individual that is classified as entry-level within the hierarchy. They are often still undergoing training and evaluation to determine if there is an organizational fit. The period for the probationary term may span from 6 months to one year, depending on the individual and the organization.
Firefighter
After an individual completes the probationary period, they are referred to as a firefighter. The role of a firefighter is responsible for much of the actual hands-on actions during a live operation. These tasks can include but are not limited to handling hoses, operating fire-rescue equipment, and conducting a search, finding, and rendering of initial first-aid care to victims of the fire.
Driver/Engineer
Fire engineers are responsible for the implementation of firefighting vehicles that respond to emergencies. They ensure that the vehicle is clean and running efficiently, perform maintenance tasks, and drive the truck. In addition to knowing the apparatus in and out, the Engineer is also responsible for knowing the location of every alarm in his jurisdiction and the location of each hydrant.
Lieutenant
Aside from overseeing apparatus operation and the crew’s responsibilities, fire lieutenants are also responsible for candidate training, daily firehouse operations, and other duties. In the absence of the captain, lieutenants may stand in as acting captains.
Captain
This firefighter is the highest-ranking on-scene responder, responsible for directing operations at the scene of a fire incident and overseeing station duties. This role requires great responsibility, and the individual must have exemplary management skills and the ability to lead firefighters.
Battalion Chief
The Battalion Chief oversees administrative tasks such as employee scheduling and ensuring all firehouses under their scope are staffed for emergencies. Due to the nature of shift work in firefighting, one fire department could have numerous rotating Battalion Chiefs ensuring 24/7 operational readiness.
Assistant Chief
The Assistant Chief helps support the Fire Chief by ensuring a high standard of operational quality free from personnel issues that could jeopardize the department’s mission. In addition, the Assistant Chief also helps the Chief with matters such as budgets, community and department programming, training, and managing the success of the fire department.
Fire Chief
This is the highest-ranking position in the fire department organization. The Chief oversees all operations and roles inside the department and works with city officials to create a safer community. A successful Chief understands the value of legal agreements, partnerships, networking, trusting and empowering others, and stepping back to look at the big picture.
All ranks have the opportunity to work their way up the ranks to the fire chief.
As firefighters advance their careers, they are likely to assume more responsibility in managerial or administrative roles. It becomes their duty to train, assist, and promote the interests of their company, battalion, or district.
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dbpedia
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| 10
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https://www.firerescue1.com/career-1/articles/the-10-traits-all-great-firefighters-have-GqyKt2N3QXqFs5wl/
|
en
|
The 10 traits all great firefighters have
|
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[] |
[] |
[
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] | null |
[
"Firefighter Recruiter",
"mastering the interview process",
"practical tips",
"rewarding profession",
"firefighter-recruiter"
] |
2024-05-29T18:39:03.882000+00:00
|
Firefighting is a tough business, and firefighters — more than most other professionals — need to possess a multitude of skills and talents
|
en
|
/apple-touch-icon.png
|
FireRescue1
|
https://www.firerescue1.com/career-1/articles/the-10-traits-all-great-firefighters-have-GqyKt2N3QXqFs5wl/
|
Firefighting is a tough business, and firefighters – more than most other professionals – need to possess a multitude of skills and talents, not to mention the personal character necessary to properly and respectfully representing their department and profession. Combined with the unique work and living conditions place many demands on firefighters, this creates a long list of traits that are necessary for success.
As a firefighter or a firefighter candidate, you must be aware of these traits and work toward them. You can bet that in an interview you’ll be asked to show proof of such traits and be able to articulate them with examples. By clearly articulating such traits and giving examples from your own life, you will show the interview panel that you truly understand them and live by them.
While there are dozens of essential traits firefighters must possess in order to find success on the fireground and in the firehouse, here are the 10 most important listed in no particular order. These are the traits that were the most frequently mentioned when firefighters around the country were asked to give the top three most important traits for the job.
1. Integrity
Unlike famous figures such as actors and athletes, when public safety professionals end up in the headlines in a negative way, people don’t remember their names; they remember the occupation and city associated with these stories.
Trust is of the utmost importance in public safety. The public needs to trust us in order for us to do our job. They need to trust us with their personal property, their safety, their privacy, their loved ones’ care and even their lives.
A firefighter’s misconduct of any kind not only hurts their department but hurts all firefighters because it chips away at the public’s trust that is so essential. Our firefighting forefathers established a long legacy of trust and respect in our profession that we must continue to uphold. The reputation of a firefighter as being trustworthy and someone you can always rely on in any situation is something that all firefighters are responsible to help maintain.
In order for the team to function optimally each member must also trust everyone on their crew as well. Firefighter’s rely on each other in every. Integrity and trust within the crew is essential.
You must be able to trust your fellow firefighter; trust them to know their job, trust them to have your back, trust them to keep your secrets, trust them with your safety and even your life. A person who lacks integrity can never be truly trusted in all of these ways within the firehouse or on the fire ground and can be detrimental to the safety and cohesiveness of his crew.
The fire department’s primary recruitment concern is that we are hiring people with the utmost integrity. People who will always represent themselves, their department and their profession well. As a firefighter and candidate, you need to understand that you represent your department and your profession both on duty and off and are held to the highest standard of conduct and public opinion at all times.
This is the most important trait of any firefighter.
2. Physical fitness
Many of the most crucial aspects of the job require firefighters to have above-average strength and agility. Many job functions simply cannot be performed without maintaining a high fitness level. Health and fitness is an essential part of our job and it must become an essential part of your lifestyle if you are to become a firefighter.
I had a fire academy Instructor drill it in to our academy class that, “Physical fitness is the most essential trait of a firefighter.” Although I do not necessarily agree with him, because I personally feel that integrity is more important, I do understand his logic, which is: if you can’t physically perform the job, then nothing else matters.
3. Communication
One could fill several books discussing the importance of communication in the fire service. Communication is essential in any successful relationship. As a firefighter you will have many different types of relationships with different types of people.
Clear, intelligent, courteous and open communication is essential within the firehouse, on the fire ground and when interacting with the public. You will need to know how to be an active listener, just like they teach in couple’s therapy and live with, work with and get along with a multitude of personality types.
You will need to know how to handle irate citizens, use radios to relay essential information to your crew, incident command or others, calm frightened patients and victims, console distraught family members and even co-workers, relay essential patient information to paramedics, nurses and doctors, instruct children in the area of fire safety, educate adults in fire prevention and CPR, explain and enforce fire codes to business owners, enlighten residents as to what their tax dollars are paying for, and do all of this with the utmost tact, patience, intelligence, professionalism and courtesy.
Some people are better communicators then others, but it is a skill that can be improved and must be improved if you want to not only land a job (excel in an interview), but be a successful, well functioning firefighter as well.
In today’s world and today’s fire service, communication and the way we communicate is rapidly changing. Communication is not just verbal. Writing communication is also equally important.
We are communicating via e-mail more and more and using computers to communicate in new and different ways every day. Whether it is report writing, or communicating via e-mail, or other high-tech avenues having professional written communication skills will also be very important and essential to the job.
4. Flexibility and adaptability
These are actually two separate traits. Like many of the other traits, these also apply to both the fireground and the firehouse. One who is flexible can sleep anywhere, eat anything, do any job under any circumstance, function as a part of any team or group and thrive in any group dynamic, has few, if any, pet peeve’s and does not burden those around them with his or her wants or specific needs.
Those who are not flexible are instead rigid or high-maintenance. They have specific needs, many pet peeves and are particular about certain things. As firefighters these individuals not only have a hard time themselves, but they can make it difficult for everyone else around them. Firefighters need to make many sacrifices and compromises and have the willingness and ability to live and work very dynamically.
Adaptability is defined as finding a way to change with their environment and overcome various situations, whether they are living situations or stressful fireground situations. Things are constantly changing for firefighters, from the environment we work in, to those we work side by side with, to the job itself.
You must be able to easily adapt to new people, new settings, changing job descriptions and the changing conditions under which you perform those jobs. When one road is blocked you must be able to quickly find the detours and navigate yourself and your crew creatively through any obstacle to accomplish the tasks and goal at hand.
This includes the ability to work under stress and perform your job duties under a variety of time urgent, life-threatening and otherwise high-stress situations. The ability to maintain a clear presence of mind under stress is of utmost importance and an essential part of being considered adaptable”.
5. Dedication
Dedication to the job is a vague and generic term that encompasses many traits and often goes by other names. Regardless of what you call it, it is essential that firefighters are hard-working, hard-training people who take pride in their work and want to be the best at what they do.
Firefighters should never settle for mediocrity within themselves. They must strive for excellence at all times no matter how menial the task may be. They must be dedicated to the job and all that it entails, the glamorous and not so glamorous, the fun and exciting and the boring and monotonous.
There will naturally be aspects of the job that some are more drawn to than others, but a general passion for the work, a solid work ethic and the drive to always be learning and bettering yourself are essential. It is too easy to get comfortable and complacent, fall behind the curve and not learn new things or grow as a firefighter.
In a field that requires such a vast knowledge and skills base and is constantly changing it is crucial to be pro-active in your education and training and always be looking to learn and improve yourself in job-related ways. Firefighters that aren’t dedicated to the job, or who lack passion or work ethic quickly fall behind and can become a hazard to themselves and their crew, and stop contributing to the organization.
6. Team player
Firefighters are a part of team. Being a team player and understanding the team concept is of utmost importance. This means that others are always relying on you to do your job and do it efficiently. When one person does not, the whole team suffers and the team’s safety can become jeopardized.
The goal will also not be accomplished in the most effective way unless the entire team is working together. Just like on a sports team, when one person fails to perform their job the whole team begins to break down. You may not always like the task you are given, but it is always essential to accomplishing the goal at hand. Your firefighting teammates are relying on you at all times.
This team concept applies to virtually every aspect of a firefighter’s job and life. Those who like to freelance, isolate themselves, do not understand the team concept or are too self-absorbed to be true team players hurt the entire team. Do any professional athletes come to mind when thinking of bad team players? People who, in spite of their talent, always seem to hurt the team rather them help them.
7. Mechanical aptitude
You do not need to be a master mechanic to be a firefighter, but every firefighter must have some basic mechanical aptitude. If you’ve never turned a wrench, or know how your own house is built, you will need to start learning these things. A basic understanding of how things work is important.
The more mechanical aptitude one has, the more they can contribute. It also lends itself to being creative, problem-solving and finding ways to accomplish goals or mitigate problems and disasters. Those who lack a natural desire to know how the world around them works, such as how their car starts when they turn the key and why it moves when they step on the accelerator, do not make very good firefighters.
Our trade requires the use of a variety of tools, both hand tools and power tools. Being able to use these tools and understand the tasks we are performing with these tools as well as knowing how the tool itself works is obviously important. This is a blue-collar profession like no other. Firefighters need to specialize in many different areas. We need to understand a wide variety of concepts and master many skills many of which require mechanical aptitude.
8. Public image-conscious
As public servants, you must always maintain a good public image. Like it or not, we are judged by our appearance as well our conduct. Our appearance is the first and sometimes the only thing people have to go by before forming an opinion. For firefighters the way you look, speak and conduct yourself in public both on and off duty reflects on not only yourself, but your department and profession.
Public image is different than integrity. It is how you appear or come off to the public, it is not who you are at the core. You may have integrity, but if you come off unkempt, immature, disrespectful, obnoxious, unorganized, rude, arrogant, etc., it reflects on all that you represent in the same negative way. If you look like a bum, people will see you as a bum. If you look or act like a jackass or conduct yourself inappropriately in public it hurts us all.
Again, the many generations of firefighters who preceded us left a long legacy of positive public image that we reap the benefits of. This positive public image is a big reason why the fire service and firefighters are so respected. As a firefighter, you need to carry that torch and continue that legacy by always maintaining a positive public image.
9. Tolerance
As a firefighter, you work and live with a variety of personalities. The long hours and often close living quarters, combined with the stressful working conditions can often create tension in your relationships with co-workers. For those who exhibit tolerance, understanding and compassion these same things that create tension can also create bonds between co-workers.
Unlike other professions where you can often escape from the stress or chatter of an annoying co-worker after a few hours, as a firefighter, you will be forced to deal with them, sometimes for days on end. Intolerance is not an option. It leads to anger and hatred and these are cancerous emotions that destroy a group, and over time can spread to destroy the organization as a whole. The smaller the organization, the faster the cancer spreads.
Exercising tolerance will help you maintain your sanity, make for a happier work environment for you and everyone else around you and benefit the entire organization. This is not to say you should tolerate the intolerable, but you cannot let the little things get to you. You must learn to accept people for who they are, like it or not.
You must learn to accept everyone’s differences. You must also have thick skin and not let others lack of tolerance, ignorance or need to find your limits and push them get to you.
It is called a brotherhood for a reason. We do not get to choose our brothers. We do not always like our brothers or sisters. We often have heated arguments with them, but we all must learn to live with our brothers and sisters and get along with them, despite our differences.
In doing so we grow to love them and would lay down our lives for them without thinking twice about it. This is what the brotherhood is all about and why we refer to each other as brothers, and not friends. You can choose your friends, not your brothers or sisters.
Tolerance is also essential when dealing with the public. You will be loved for what you do by some, but you will also be hated by others for various reasons. You will be dealing with people from all walks of life, cultures, races, backgrounds and all socio-economic levels.
You will need to learn not only how to deal with, but care for people who live their lives and have chosen lifestyles that you may not agree with. You must learn to treat them all with the same level of respect, courtesy and professionalism as everyone else. This also requires tolerance as I define it.
10. Self-sacrifice
Self-sacrifice means that you are equally concerned with the well being of others as much you are with your own well being. Those who possess this trait volunteer their time to worthy causes. They have a natural propensity to help others and have a giving spirit. They also tend to be those we label as courageous, because they are willing to take risks and make sacrifices in order to help others.
As a firefighter, you will be a part of an organization whose primary purpose is to serve and protect its community. You will be involved in fundraisers for causes that don’t benefit you, you will be expected to give both on and off duty and not always get paid for your time. Those who lack this mindset and are more self-centered aren’t a good fit.
This is why the fire service seeks those who exhibit that volunteer spirit and people who are involved in their communities because they want to be, not because it benefits them. One good way to measure this is to ask yourself if the fire service overnight became an all-volunteer organization, would you still get involved and want to be a part of it, or is the paycheck essential for you to do the job? Also, if you have never volunteered for anything in your life you may want to re-evaluate your motives and whether or not this is the right career for you.
Most importantly you need to ask yourself this, “Are you willing to make the ultimate sacrifice and put your life on the line for someone you’ve never even met or don’t even like?” Would you have climbed the World Trade Center steps to get people out, knowing that you might not get out? This kind of self-sacrifice is what is expected of everyone who calls themselves a firefighter and it is a rare and unique trait.
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https://resources.workable.com/firefighter-job-description
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en
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Firefighter job description
|
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2015-12-04T16:26:47+00:00
|
This firefighter job description template is optimized for posting to online job boards or careers pages and easy to customize for your company.
|
en
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Recruiting Resources: How to Recruit and Hire Better
|
https://resources.workable.com/firefighter-job-description
|
Firefighter responsibilities include:
Responding to fire alarms quickly to regulate and extinguishing forest or building fires
Operating firefighting and rescuing equipment such as aerial ladders, axes, fire hoses etc.
Providing emergency medical services with compliance to established standards
Job brief
We are looking for an experienced Firefighter to work with a team of professionals that suppresses fires as well as attending to accidents and emergencies. The job is challenging yet extremely rewarding as saving lives and protecting property is of utmost importance for our community.
An excellent firefighter is a responsible and brave professional who is well-trained in dealing with emergencies and enduring difficult situations. Calmness and patience when dealing with adversities are the most important qualities. Good communication skills and a compassionate personality may also come in handy in the field.
Responsibilities
Respond to fire alarms quickly to regulate and extinguish forest or building fires
Operate firefighting and rescuing equipment such as aerial ladders, axes, fire hoses etc.
Provide emergency medical services with compliance to established standards
Inspect scenes of fire or accidents to identify causes or discover significant findings
Clean up fire scenes by removing debris and burned items
Respond to other emergency situations and assist those in need
Write accurate reports after incidents and submit them to superiors
Clean and maintain personal equipment and keep it ready for use
Participate in fire drills as a way to stay alert and up-to-date with job duties
Assist in public educational programs to help prevent dangerous fire accidents
Requirements and skills
Proven experience as firefighter
Working knowledge of firefighting equipment and apparatus
Knowledge of first aid/CPR methods
Willingness to follow legal rules and guidelines and firefighting standards at all times
Great physical strength and stamina partnered with the ability to dress and move quickly
Patient and cool tempered with the ability to function in a team
Dedicated and compassionate
A practical mind and problem-solving ability
Successful passing of firefighting exams (written, physical, psychological etc.)
High school diploma or higher; degree in fire science is a plus
Certification as emergency medical technicians (EMT) is preferred
Frequently asked questions
What does a Firefighter do?
Firefighters are called to scenes where they handle urgently dangerous tasks, like putting out fires or rescuing individuals trapped inside buildings. They often ensure a building's safety during the building process, checking it for fire hazards on flammability or electrical levels.
What are the duties and responsibilities of a Firefighter?
Firefighters are responsible for responding quickly to fire-related emergencies. They use their skills and knowledge to regulate fires or rescue victims, ensuring their safety. These professionals also provide medical services when necessary.
What makes a Good Firefighter?
Firefighters have to be in top physical condition. They spend hours on their feet, so they need patience and tolerance for tedious situations.
Who does a Firefighter works with?
Firefighters often collaborate with Police Officers, managing fires caused during potential crimes. Possible evidence recovered by Firefighters is usually presented to the police to put together a timeline of events and assemble a solid explanation for arson-related crimes.
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http://esa.act.gov.au/join-us/careers/fire-rescue-recruitment
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en
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Fire & Rescue Recruitment
|
http://esa.act.gov.au/themes/act_gov_esa/favicon.ico
|
http://esa.act.gov.au/themes/act_gov_esa/favicon.ico
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We encourage all women and men to use this information to prepare for the recruitment process and to maximise your potential for successful employment.
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/themes/act_gov_esa/favicon.ico
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http://esa.act.gov.au/join-us/careers/fire-rescue-recruitment
|
ACT Fire & Rescue (ACTF&R) works to protect life, property and the environment in the Australian Capital Territory (ACT).
ACTF&R has a long tradition of excellence in the protection of life, property and the environment of the ACT community and surrounding area. ACTF&R is made up of over 370 permanent firefighters, support staff, and over 500 community fire unit (CFU) volunteers.
We manage and respond to emergencies including:
Structure Fires
Bush and Grass Fires
Vehicle Fires
Motor Vehicle Accidents
Automatic Fire Alarms
Hazardous Material Incidents
Confined Space Rescues
Trench Rescues
Urban Search and Rescue Operations
Animal Rescues
Vertical Rescues
We work with other emergency services to provide:
Medical Assist Responses
Storm Damage Mitigation
Being a firefighter is no ordinary job. The work is varied, challenging and rewarding. In addition to responding to emergencies, a firefighter’s role entails a range of functions including:
Fire prevention and investigation;
Community education and activities related to safety and prevention, including fire education for children (conducted in pre-schools, kindergartens, primary schools); working with diverse communities to raise awareness, educate and help minimise the impact of fire; and, providing assistance to the elderly, e.g. installation of smoke alarms in homes;
Ensuring compliance with fire safety regulations during building approvals;
Carrying out building inspections to prepare risk assessments and pre-incident plans;
Attendance at fetes and other community events;
The provision of emergency safety information to specific neighbourhoods or areas;
Inspecting and assessing potential fire hazards;
Pre planning for incidents involving specific hazards, risks or events;
Scrutinising plans for proposed suburban developments to ensure safety of residents from bush and grass fire;
Undertaking ongoing development and maintenance of skills and knowledge through regular training and study; and
Cleaning/maintenance of equipment, fire station and appliances. This includes core housekeeping duties such as cleaning the bathroom, kitchen, vacuuming etc.
Firefighters often operate in challenging situations, including when people are injured or deceased.
When attending incidents, firefighters will be required to comfort victims and provide first aid until the arrival of the ACT Ambulance Service (ACTAS). Firefighting is physically and psychologically demanding, especially during major emergencies.
It also involves quick thinking, team work and physical and mental endurance.
Generally, career firefighters work in a fire station in a crew supervised by a Station Officer. Several stations are ESA shared facilities with other emergency services. ACTF&R have fire stations strategically located around the ACT to enable quick response to incidents. We also staff an emergency communications centre.
To provide our emergency services on a 24/7 basis ACTF&R has four shifts (known as A, B, C & D Platoons). You will be transferred to a Platoon at a fire station following satisfactory completion of recruit training with future rotation opportunities.
Firefighters are required to maintain good health and physical fitness.
To be a successful firefighter, you need a wide range of skills, knowledge and abilities. ACTF&R firefighters are ACT Public Sector (ACTPS) employees and we seek to employ people who reflect our professionalism and values, along with the diversity of our society.
ACTF&R seeks to employ fit, intelligent and motivated people with the following skills and attributes:
Personal resilience and an ability to work effectively in challenging situations;
Demonstrated diverse work/life experiences and transferrable skills;
Appreciation of the need to critically evaluate risk and adhere to safe work practices in situations that at times can be inherently dangerous;
Effective and appropriate written and verbal communication skills;
A commitment to service and helping others, and an interest and ability to engage with members of the public;
Understanding of, and willingness to undertake the full range of firefighter duties including follow directions;
The ability to work shiftwork including nights, weekends and public holidays, flexibility in work locations within the ACT and a commitment to ongoing development;
Demonstrate respect toward your fellow colleagues, the community and all others regardless of individual differences;
Well-developed interpersonal skills and the capacity to work within, and contribute positively to, a small high performing team working in close proximity;
The ability to exercise self-discipline and use sound judgement in ensuring assigned tasks are completed to the required standard and within tight timeframes;
A capacity to acquire new skills and demonstrated problem solving ability and
Demonstrated commitment to teamwork, collaboration, professionalism and a strong work ethic.
Environments firefighters are required to work in include:
Working at heights
Working in enclosed spaces
Working outdoors
Working in situations where you may see seriously injured people and/or fatalities
Working with a diverse range of people e.g. different ages, ethnic backgrounds etc.
Carrying and operating equipment
Working 10 or 14 hour shifts
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https://casagrandeaz.gov/200/Fire
|
en
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Casa Grande, AZ
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https://casagrandeaz.gov/images/favicon.ico
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https://casagrandeaz.gov/images/favicon.ico
|
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The City of Casa Grande Fire Department proudly protects over 63,743 people living in an area of over 112 square miles.
|
en
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/images/favicon.ico
| null |
The City of Casa Grande Fire Department proudly protects over 63,743 people living in an area of over 112 square miles. The Fire Department operates out of four fire stations that protect a primarily residential area. The department is a public department whose members are on a paid status. The Casa Grande Fire Department is one of the oldest in Pinal County, Arizona, dating back to the City’s incorporation in 1915. The department celebrated its 100th Anniversary in 2016.
Services provided:
Fire Suppression
Emergency Medical Services
Hazardous Materials Response
Search and Rescue
Extrication
Technical Rescue Confined Space
Wildfire
Fire Prevention
Fire Department Mission Statement
Provide quality customer service, professional fire protection, and life safety to meet the needs of the community.
Fire Department Vision
The Casa Grande Fire Department will be on the leading edge of fire service trends, as they expand to meet the dynamic needs of the growing community.
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https://www.charlottenc.gov/Public-Safety/Fire-Department
|
en
|
Fire Department
|
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The Charlotte Fire Department delivers fire suppression, emergency medical services, technical rescue including urban search and rescue teams, hazardous materials mitigation, fire prevention, domestic preparedness, fire and EMS safety education, and fire investigation programs to residents.
|
en
|
/files/ocfavicon/City/apple-touch-icon.png?V=638092061234685952
|
https://www.charlottenc.gov/Public-Safety/Fire-Department
|
The Charlotte Fire Department delivers fire suppression, emergency medical services (EMS), technical rescue including urban search and rescue, hazardous materials mitigation, fire prevention, domestic preparedness, fire and EMS safety education, and fire investigation programs. From 43 fire stations, including two stations at Charlotte Douglas International Airport, CFD protects a population of more than 892,000 residing in 320 square miles of Mecklenburg County.
Recruiting the Best
Choosing to be a firefighter or to work in the fire department means someone is dedicating their life to protecting and serving others. Frontline staff members put their lives on the line every day, and that selflessness extends outside the workplace.
Get to Know the Charlotte Fire Department
CFD is a highly respected agency that provides fire suppression, EMS, technical rescue, hazardous materials mitigation, disaster response, code enforcement, fire investigations and public education for all Charlotte-Mecklenburg residents. Get to know this organization of dedicated professionals.
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https://www.dol.gov/general/aboutdol/history/mono-regsafepart07
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en
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7. The New York Factory Investigating Commission
|
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In 1911 a terrible factory fire in New York City made possible some of the culminating events in the era of progressive reforms in workers' safety and health. A special state commission conducted an investigation into working conditions, especially those affecting health, in a wide range of industries. It was the most massive effort any state had yet undertaken. The legislature adopted workmen's compensation and completely revised most of the state's occupational safety and health code along progressive lines.
|
en
|
/themes/opa_theme/favicon.ico
|
DOL
|
https://www.dol.gov/general/aboutdol/history/mono-regsafepart07
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In 1911 a terrible factory fire in New York City made possible some of the culminating events in the era of progressive reforms in workers' safety and health. A special state commission conducted an investigation into working conditions, especially those affecting health, in a wide range of industries. It was the most massive effort any state had yet undertaken. The legislature adopted workmen's compensation and completely revised most of the state's occupational safety and health code along progressive lines. Furthermore, a young woman who played an active part in the investigations later applied some of its lessons on a national scale while Secretary of Labor. Her name was Frances Perkins.
It all began on Saturday afternoon, March 25, 1911, when fire broke out in one of the crowded and littered workrooms of the Triangle Waist Company, a woman's shirtwaist manufacturer which occupied the top three floors of the ten stored Ash building near New York's fashionable Washington Square. Fed by waste containers which were full after the day's work, the fire spread quickly throughout the factory, panicking the largely female work force. Workers on the eighth and tenth floors were able to escape unharmed, but those on the ninth floor were not so lucky. There they jammed up at illegally locked exits, at doors blocked by machinery and at the elevator shaft with its single car. The fire department responded quickly, but its ladders reached only to the seventh floor. Many workers crowded by the windows and, as the flames became more intense and hopes of escape more feeble, some of them took the only way out and jumped to the street below. A United Press reporter who witnessed the scene told how he learned "a new sound‑‑a more horrible sound than description can picture. It was the thud of a speeding, living body on a stone sidewalk." About forty young girls, some of them flaming human torches crashed to the sidewalk and collapsed in broken heaps. None of these survived. Over a hundred more died in the building. According to the reporter, water pumped into the building by the firemen ran red in the gutter.157
The death toll of 146 in the Triangle fire did not match tragedies such as the 354 coal miners killed at Monongah, W. Va., in 1908, but the fire sent out shock waves that jolted the conscience of the city of New York. On April 5, 1911, over 100,000 people joined in a procession up Fifth Avenue to express their grief, as another 400,000 watched. Socialite and reformer Martha Bruere watched the procession go by her window for six hours and wrote "Never have seen a military pageant or triumphant ovation so impressive.... it is dawning on these thousands on thousands that such things do not have to be!" The sorrow and anger of the community were too great, however, to be dissipated in a demonstration. A few days before the funeral procession, civic and religious leaders, reformers, teachers and others addressed a mass meeting held at the Metropolitan Opera. Out of that assembly emerged a Committee on Safety, which served as a clearinghouse of information on fire safety, and more importantly, became an effective political force.
The committee urged the state government to sponsor a thorough investigation. Committee members, joined by representatives of other groups, descended on Albany, the state capital, to lobby. Their timing was fortuitous. A fire in the state house a few days after the Triangle holocaust had rendered the legislators especially receptive to ideas on fire prevention and other safety matters. Safety lobbyists calling for an investigation won the support of state senate majority leader Robert Wagner (later a U.S. Senator) and Alfred E. ("Al") Smith. Shortly afterward both men introduced bills which led to a law being enacted on June 30, 1911, creating a Factory Investigating Commission.
This commission was "to investigate the conditions under which manufacturing is carried on.” The legislature gave it unusual powers and scope. The commission had the power to summon witnesses to testify under oath and had a mandate to look into fire hazards, unsanitary conditions, occupational diseases, effectiveness of factory inspection, tenement manufacturing and many other matters. At first the investigation was limited to the nine largest cities in the state, but that restriction was later lifted. Based on its findings, the commission was to recommend protective programs. Originally created for only one year, the commission was extended three years beyond that, but its last two years were devoted to matters other than safety and health.158
The New York commission was by far the broadest, most thorough study of workers' safety and health done up to that point. It was comparable to the Pittsburgh Survey, only covering an entire state. Through the commission, in the words of Frances Perkins, the flames of the Triangle fire were magnified into "a torch that lighted up the industrial scene."159
A principal reason for the success of the Factory Investigating commission was the distinguished and dedicated group of people who served as members or staff, and who voluntarily contributed expert testimony and supported the commission's efforts. Powerful legislators Robert Wagner and Al Smith were chairman and vice‑chairman, respectively. They were crucial in seeing that the commission's recommendations became law. Commissioner Samuel Gompers, president of the American Federation of Labor, helped rally labor's support behind the commission. Abram Elkus, chief counsel to the commission, contributed notably through his sharp and persistent questioning of witnesses and his commitment to gathering scientific facts. George Price directed the sanitary investigations. Frances Perkins, social reformer and already a recognized expert on certain phases of workers' safety and health, testified before the commission, did investigations, and took the commissioners on field trips to visit factories.160
General counsel Elkus pointed out at the first public hearing on October 10, 1911, that the Triangle fire had brought to public attention dangers to workers, not only from fire but also from "the less obvious but greater menace of unsanitary conditions." Elkus said that while the commission would thoroughly investigate the problems of fire safety in factories, for which it had a mandate from the legislature, the commission would, to the extent that limited resources would permit, investigate what he considered "by far the most important, and at the same time complicated problems before the Commission" — namely factory sanitation and industrial disease. Elkus charged that industrial diseases "have practically been permitted to go unchecked, resulting in the untimely death of thousands." Disease was a serious problem, Elkus stressed, not only from a humanitarian point of view, but also because it diminished the productivity of the economy and was one of the main causes of poverty to workers and their families.161
The Factory Commission's investigations, all done in 1911 and 1912, dwarfed any previous public efforts. It held 59 public hearings around the state and took testimony from 472 witnesses, including employers, workers, union officials and technical experts. Their testimony filled over 7,000 pages. Commission staff investigated 3,385 workplaces in industries ranging from meat packing plants, bakeries and clothing manufacturers to the chemical industry and the lead trades. The commissioners personally visited 50 plants. While the bulk of the voluminous reports of the commission was filled with individual testimony, there were also special reports by experts covering fire safety, building construction, machine guarding, heating, lighting, ventilation and other topics. There were also studies on specific industries, such as chemicals, lead trades, metal trades, printing shops, sweatshops and mercantile establishments.162
The commission's study of the chemical industry was typical. Investigators visited 359 chemical plants, and reported terrible conditions in many of them. The chemical industry had grown prodigiously. By 1912 it accounted for 28 percent of all U.S. industrial production and 17 percent of its wage earners . The report stressed that "In no other industry are perils to the body and dangers to the health of the workers so many, so insidious and so deadly." Workers came in direct contact with lead, arsenic, phosphorus, mercury, injurious gasses, irritating dusts, high temperatures, hot and corrosive liquids, and dangerous explosives. Yet, the commission reported, "there is no industry in which there is less protection to the health and interests of the workers." The most dangerous processes included the manufacture of dyestuffs, benzene, lacquer, coal tar, turpentine and acids. While foreign countries closely regulated their chemical industries, the U.S. was "just awakening to the dangers of this great industry."163
The problems in the chemical industry were many. Factory buildings often were not originally designed for chemical production. Rapid changes in technology and economic conditions discouraged owners from making heavy investment in well‑designed plant and equipment. Older plants had very poor fire protection. Machinery guarding, lighting and sanitary conditions often were bad. Daily contact with dangerous substances and machinery bred a reckless attitude in the workers. Men often handled lead, Paris green, chrome powder and other chemicals "with less thought than these dangerous substances were sand or flour." Surprisingly, acute poisoning was not common. More frequent was the chronic sickness caused by a substance's delayed, long term effects. Only 41 of the 359 plants visited had fan‑driven ventilating systems to remove poisonous gasses and dusts. This is one example of conditions:
“(O)ne often passes through dimly lighted passages where numbers of workers are engaged either in shoveling dangerous mixtures into wheelbarrows or packing various toxic products into barrels, or working around vats, caldrons and tanks filled with dangerous liquids amid clouds of steam or chemical fumes .... In one of the electrolytic plants at Niagara Falls a worker was observed in a dark corner passing under an iron trough clumsily supported on wooden blocks and filled with hot liquid caustic soda, every drop of which ... would produce a painful and permanent injury."164
The high proportion of uneducated, non‑English speaking immigrants working in the chemical industry compounded the safety and health problem. They were employed mostly in unskilled jobs which brought them in close contact with toxic substances, tending vats, furnaces, boilers and tanks measuring out liquids and packing powders. "In no other industry," reported the commission, "is a knowledge of the poisonous products which are handled so necessary to the workers, and yet ... in no industry is the ignorance of the workers as to the deadly nature of the substances with which he works so complete." There was little attempt to teach them about the dangers on their jobs and few warning signs.165
The main purpose of the Factory Investigating Commission was to recommend ways to improve the protection of workers. When it began its investigative hearings in 1911, Abram Elkus had stressed the health problem. The commission's 1912 report concluded that "Health is the principal asset of the working man and working woman," and that government "is bound to do everything in its power to preserve the health of the workers." The core recommendation of the commission was for government to take action to protect the health of working people. In 1911 and 1912 it drafted 26 bills designed to realize this and other worker protection goals.166
If its recommendations were to have any effect, however, the commission needed strong support in Albany. This was virtually assured by the presence on the commission of state legislators Wagner and Smith. Prospects for legislative success were further enhanced when Democrat William Sulzer was elected governor in 1912.
The commission achieved its greatest legislative successes from 1912 through 1914, when 13 of 17 bills it submitted became law. These measures constituted a whole new and much stricter code of factory safety and health laws. They included measures requiring better fire safety efforts, more adequate factory ventilation, improved sanitation and machine guarding, safe operation of elevators, and special measures for foundries, bakeries, stores and other establishments.167
Virtually at the peak of the commission's legislative accomplishments, however, it was dealt a severe blow when Governor Sulzer, a strong supporter, was impeached and removed from office in 1913. This also weakened the Democratic party, the major source of political support for the commission's work. Business opponents now counter‑attacked. They accused the commission of making sensational and unfounded charges against industry and of using inexperienced investigators. Employer groups denounced the new labor code as unfair, impractical and costly, and charged that it would force employers to move to states where the laws were less burdensome. Industry's supporters in the legislature introduced bills to weaken the safety and health laws in various ways, such as exempting plants by narrowing the legal definition of "factory" transferring enforcement from the state labor department to local authorities.
The commission's supporters rallied in its defense. On March 26, 1915, just fours years and a day after the Triangle fire, a coalition of groups held a public meeting to solidify opposition to the "ripper" bills. The commission's supporters were successful. Although many of these bills did pass, all but one was vetoed by the governor.
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Early American Fire Service Leaders – F.F.A.M.
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A Part of Fire Service History
Though we have covered some controversial legends and accounts in fire service history in this series of articles, the question of who were the first leaders in America’s fire service usually generates some varied opinions. When firefighters ask this question, besides some blank stares, several will respond Benjamin Franklin. There are many fire department and fire organization websites, along with history articles, that identify the early American patriot and inventor, Benjamin Franklin, as either “America’s first fireman,” or the “founder of the American fire service.”
The Honorable Mr. Franklin is certainly a historic figure who had a substantial influence on the early American colonies and the founding principles of the United States. But, did he deserve these additional honors related to the fire service? Besides Franklin, have other early fire service leaders been overlooked in history? In this article, we will take a brief look at some early American fire service leaders and their impact on the future of the American fire service.
Early Days of America’s Fire Service
Though we have already covered in this series several of the events that played a role in the early American colonies’ fire protection, we will briefly review some of them again as it applies to specific individuals and their leadership that helped shape the history and traditions of America’s fire service.
Historic references denote that the early American colonies faced numerous hardships and hazards, with fire being one of the predominant dangers. One of the first permanent settlements in North America was Jamestown which was established in May of 1607. Unfortunately, shortly thereafter “the first recorded fire in America occurred when the community blockhouse caught fire. Nearly every building in America’s first settlement was destroyed in that first year.”1 A similar incident occurred in Plymouth, Mass in 1623, where Governor Bradford reported that a fire “broke out the chimney into the thatch, and burnt down 3 or 4 houses, and consumed all the goods and provisions.”2 Thatch was a straw material that was dried and bundled and used as a roofing material. Also, in those days in Europe and America, the chimneys were of wood construction and lined with mortar or mud to make them (somewhat) fire-resistant. Because of this chimney and roof fires were a major cause of conflagrations in early colonial days. Not a very good beginning for fire protection in America.
Learning from these experiences we find that colonial governments and leaders would take some pivotal steps to control these types of hazards. Based on research it appears that Boston aldermen were the first to pass an ordinance in 1631 in which “wooden chimneys and thatched roofs were strictly forbidden. Also, chimneys had to be swept regularly to keep them clear of dangerous wood tar.”3 In 1648, New Amsterdam (to become the City of New York) under the authority of Governor Peter Stuyvesant banned wood chimneys and thatched roofs. Stuyvesant implemented fines that were used to help purchase community fire fighting equipment such as “ladders, hooks, and buckets.”4 The Governor also established a night watch to patrol the streets to look out for fires and sound an alarm. These first-night watchmen were called “Prowlers.”5
So perhaps based on the implementation of strict regulations, the outfitting of the community with firefighting equipment, and the establishment of a fire watch, Governor Peter Stuyvesant should be credited and recognized as the father of fire prevention or fire codes in the American colonies.
Taking a more in-depth look at Peter Stuyvesant’s life, he was born in the Netherlands in 1592 and died in February 1672. Over time he became director of the Dutch West India Company’s operations in the Caribbean. He lost his right leg during an expedition against the Portuguese and wore a wooden leg afterward. In 1646 he became the director general of all the North American Dutch possessions. He came to New Amsterdam in 1647 and was reported to be more determined to represent the Dutch West India Company’s interest than the rule of the local government. This caused many disputes between him and the local burghers. His desire to protect the Company’s investment in the city may have helped shape his development and enforcement of strict fire prevention ordinances. Though these ordinances helped protect the citizens and their property, these strict laws may have further distanced him from the local citizens. He did succeed in 1653 in establishing “the first municipal government for the city of New Amsterdam, modeled after the cities of Holland.”6 He was also successful in establishing peace with the local Indigenous Americans during his tenure. Unfortunately, he still had problems with gaining support from the burghers, and when the British threatened New Amsterdam, Stuyvesant was forced to surrender the city to the British in August 1664.7
Stuyvesant certainly is recorded in history as one of the early colonial leaders in establishing fire protection regulations and fire equipment stockpiles to ensure the safety of the community’s citizens. However, his authoritarian leadership and local disputes may have relegated him to a minor footnote in early American fire service history.
In 1718 in Boston, the first Mutual Fire Society was established. It operated independently of the engine or firefighting companies. Their purpose was to provide volunteer auxiliary assistance to the regular fire companies. This role consisted of helping evacuate people and save the owner’s possession from the fire by removing them. When the fire alarm was sounded each society member responded “with his own bag and bucket… together with a bed key and screwdriver.”8 Following Boston’s example, it will be seen shortly that American inventor, and statesman Benjamin Franklin, would take the lead in forming the Union Fire Company in Philadelphia, PA, to address that city’s fire problem.
As more immigrants came to the American colonies, the small settlements continued to grow into larger cities. Unfortunately, this magnified the potential social and safety problems, including “housing, sanitation, water supply, and the danger of fire.”9 Three cities that began to quickly grow because they had the best harbors that enabled trade with Europe, were Boston, New York, and Philadelphia. According to Paul Hashagen, These three cities, and the firefighters who eventually stepped forward to protect them, set the course early on as to the direction and shape the American fire service would take.10
As has been discussed in previous articles in this series, Boston and especially New York seemed to set many of the norms and customs for the early fire service which then spread across the burgeoning American fire service. As an example, the New Yorker-style fire helmet that was first developed by Henry T. Gratacap in New York in the mid-1800s became the iconic American-style fire helmet.
Up to this point, firefighting in the colonies was very basic generally using bucket brigades formed by all citizens in the community when a fire occurred. Boston facing the health and safety problems mentioned earlier, along with a sudden increase in incendiary fires and major conflagrations began to look at ways to improve its firefighting capabilities. In 1676, Boston ordered a “Newsham” hand-pumped fire engine from England. There is some historical conflict as to when the engine arrived or was installed, but generally, a date of 1678 is accepted.11
The engine was housed in a small building that was located on the grounds of the old city prison. This led it to be called “Ye Engine by ye Prison”.12 So from these accounts, one could determine that Boston had the first engine and the first firehouse in the American colonies. To take care of the engine and oversee its use, a local carpenter, Thomas Atkins, was appointed. He was also empowered “to select a body of men to operate it.”13 According to Herbert Jenness, in his 1909 book Bucket Brigade to Flying Squadron: Fire Fighting Past and Present, “this appointment secured for Mr. Atkins the undisputed title of ‘America’s first fireman,’ as well as the ‘Father of American fire service.’ ”14
Chief Engineer Atkins appointed 12 assistants to transport and operate the engine. In addition, the city fathers alluded that they were “to be paid for their pains about the worke,”15 It is unknown if they ever actually received any remuneration for their “worke”. Despite author Jenness’ identifying and proclaiming Thomas Atkins as America’s “first fireman” and “Father of the Fire Service”, over time these titles failed to endure in future historical accounts.
As time progressed, Boston was divided into fire wards overseen by a warden, and additional fire engines were acquired. The first volunteer fire society in Boston was established on September 30, 1718. This initiated the “colorful age of volunteer firemen, who were destined to play an increasingly important role in American history.”16
As will be related shortly, Benjamin Franklin was born in Boston in 1706 and would have been 12 years old when he witnessed the establishment of the volunteer fire society in his hometown of Boston.
Founding Fathers and Volunteer Firemen
In addition to Benjamin Franklin, which will be covered shortly, a number of the other Founding Fathers of the United States also volunteered as firemen in their hometowns. Among these were George Washington, Thomas Jefferson, John Hancock, and Samuel Adams. Though some historians have expressed reservations about Thomas Jefferson serving in a fire company. In their day it was a great honor to perform the civic duty of protecting the community from fire as members of a fire brigade/company or fire society.
George Washington (1732-1799), who would serve as commander in chief of the colonial armies in the American Revolution and later as the first President of the United States, served as a volunteer fireman in Alexandria, VA as a youth. He was also “known throughout his distinguished military and political career to often stop and visit local fire companies.”17 He was made an honorary member of the Friendship Volunteer Fire Company of Alexandria, VA, and in 1775 he purchased a hand pump fire engine from Gibbs of Philadelphia which he donated to the company.18 George Washington, known as the “Father of His Country”, certainly had a significant number of achievements and “firsts” in his life.19 However, today he is given little credit in history for his service as a fireman in Colonial America.
Benjamin Franklin, Statesman, Scientist, and Firefighter
To better understand Franklin’s career and his contribution to the fire service we will take a brief look at his life from a historical perspective. Franklin is perhaps best known as one of the Founding Fathers of the United States and a member of the Continental Congress who passed the Declaration of Independence during the Revolutionary War that began the foundation of the United States. However, it was Franklin’s enthusiasm to learn and experiment that took him from his early days as a printer (newspaper printer) into many different occupational fields. Interestingly, Franklin himself in his last will downplayed his importance by referring to himself simply as “B.F. of Philadelphia, Printer.”20
Ben Franklin was born in Boston on January 17, 1706, the 15th child of a total of 17 siblings.21 He was named after his father’s brother. He had little formal education attending the city’s grammar school and then being tutored at home. His main education came from being an avid reader saying, “All the little money that came into my hands was ever laid out in books.”22 As a child, he worked in his father’s candle-making business. Being unhappy there he was given the opportunity to apprentice at his eldest brother James’ print shop. At the time, printing was done using handset metal type composed of individual letters and then printed with a manually operated press. A job that was both mentally and physically demanding. In 1721, his brother, James Franklin started his newspaper, the New-England Courant.23 This provided Ben an opportunity to submit fledgling articles to the paper using various pen names, the first being “Silence Dogood.”24 In 1722 James was jailed for printing supposed insults against colonial authorities in his newspaper. Despite Ben being an apprentice, he took over the paper as editor and publisher. During his formative years, Franklin would have witnessed the major steps taken by Boston to prevent and fight fires. According to Jack Campbell, in his article “Benjamin Franklin, Fireman”, “It is likely that he [Franklin] received inspiration from a volunteer fire company [Boston Mutual Fire Society] that had formed in Boston earlier in the eighteenth century.”25 This would come into play during Franklin’s time in Philadelphia.
In 1723, Ben departed from his brother’s print shop due to personal differences and at age 17 moved to Philadelphia. He finds work with another printer and after a while takes an opportunity to travel to London, England. He returns to Philadelphia in 1726. In the fall of 1727, “he formed a club of workmen…commonly called the Leather Apron Club and officially dubbed the Junto.”26 This club would provide for the discussion of current events and issues of public service. He soon started his print shop and in 1729 began publishing his newspaper, the Pennsylvania Gazette.27 This newspaper would provide Franklin with the springboard to write and present his ideas to the populace. In 1732 he published the famous “Poor Richard’s Almanac under the pen name Richard Saunders.28 He again promoted ideas, public discourse, and civic projects through letters to his paper under pen names. Two important civic projects he promoted were a volunteer Militia and the other the need for a volunteer fire company.
During a meeting of the Junto, Franklin first presented his ideas for improving fire protection in Philadelphia. He published these ideas in a letter to his newspaper with the letter signed simply as “A.A.”. Speaking of this initiative, Franklin in his autobiography said:
This was much spoken of as a useful piece and gave rise to a project, which soon followed it, of forming a company for the more ready extinguishing of fires, and mutual assistance in removing and securing goods when in danger.29
Franklin and nineteen others signed articles of agreement creating the Union Fire Company on December 7, 1736.30 The rules that were developed for the fire company were modeled after the original Boston Fire Society (founded in 1717) that Franklin was familiar with from his childhood in Boston.31 Even though the Boston Fire Society started first, some historians consider it a paid fire entity (even though it is disputed that they ever received any pay) and therefore credit the Union Fire Company as being the first “Volunteer” fire company in the American colonies. Because of Franklin’s first presenting the idea of a volunteer fire company in Philadelphia and his involvement in its founding, most historians credit Franklin with establishing the American volunteer fire service.
Franklin did take an active role in the Union Fire Company, responding to calls, helping fund the purchase of equipment, and serving his “share of turns as clerk at the meetings.”32 One example was a 2 a.m. fire that occurred in a “blockmaker’s shop” that Franklin responded to and lost two leather fire buckets in the incident.33 The firemen of the Union Fire Company were similar to today’s firefighters, placing their lives at risk to save others. In addition, each member was required to supply their firefighting equipment (fire buckets, salvage bags, and other tools such as axes and bed keys). Through dues, fines, and various fundraising events, the fire company assisted members in replacing damaged equipment and provided relief for the family of members injured or killed while fighting a fire.
Regarding fire company dues, Franklin “was held accountable for his missteps and not given special treatment.”34 In his career and political service to the colonies that required his extended time away from Philadelphia, Franklin continued to pay his dues and fines for missing meetings so he could remain active on the fire company’s roster. Later when his political appointments and activities sent him to England for several years beginning in 1757, “he was excused from meetings and not fined.”35
Franklin regularly published “the exploits of the Union Fire Company in his newspaper [Pennsylvania Gazette].”36 With the success of the fire company along with this public publicity, more citizens were interested in becoming members. The charter of the Company had set the membership at 25, which the members thought to be a manageable number. Franklin encouraged other citizens to form their own fire companies modeled after the Union Fire Company. In his autobiography, Franklin related that his suggestion “was accordingly done; and this went on, one new company being formed after another.”37 So even in his own time, Franklin was the inspiration and mentor of founding numerous fire companies within Philadelphia along with encouraging others throughout the colonies as his fame grew.
First Fire Insurance
Regarding early fire protection, Franklin was also one of the founders of the first successful insurance company in America, the Philadelphia Contributionship, organized in 1752.38 As another historical note, this insurance company issued the first fire mark in the colonies, the Hand-In-Hand symbol fire mark.39 The fire mark used by the Philadelphia Contributionship was a cast metal symbol of four hands clasping each-others wrist in a square shape mounted on a wood board. According to Bob Shea writing for the Fireman’s Hall Museum, this symbol “suggested both the idea of mutual support and the company’s relationship with the volunteer fire companies.”40
The Anachronism of Franklin in a Fire Helmet
Perhaps part of the persistent legend of Ben Franklin as the founder of the American fire service is perpetuated in modern times due to a portrait painted around 1850 by Charles Washington Wright depicting Ben Franklin in a fire chief’s helmet and coat. The helmet and coat depicted would not have been in use by firemen until almost 50 years after Franklin died.41 The iconic New Yorker-style fire helmet depicted in the portrait was not developed until the mid-1800s by Henry Gratacap of New York.42 It is surmised that the painting may have been commissioned by a fire company to “recognize Franklin’s contribution to the city’s volunteer fire service.” It would have been more likely that had Franklin worn a fire-related hat, other than a tri-corner hat of the period, it would have been a style developed for firemen in Philadelphia in 1788, that “was a round hat of stovepipe shape with a narrow brim.43 Certainly, this iconic painting was designed to illustrate and honor Franklin for his civic duty as a firefighter with the Union Fire Company, but it is inaccurate in its depiction of history thus perpetuating an image of Franklin in a traditional fire helmet that did not exist during his time.
Franklin truly achieved greatness in his life. Beginning as a printer and being mostly self-educated, he became a scientist, inventor, and respected political leader. His dedicated public service, or as he would have said his civic duty, eventually would be recognized in history and he would be named one of the Founding Fathers of the United States. Among his many civic accomplishments was the founding of the Union Fire Company in Philadelphia which would spawn many other fire companies locally and throughout the colonies. Though he did not establish the first fire company in the colonies, his efforts to improve fire protection had a remarkable impact on the initial development and future direction of the American fire service.
Preserving the Perishable
The National Fire Heritage Center is an example of a national fire service organization that promotes the idea of Benjamin Franklin being the “Father of the American fire service” due to his “creation in 1736 of one of the first fire companies in the country.”44 The American fire service is fortunate to have a national non-profit organization that has taken on the task of preserving the history of the American fire service. The National Fire Heritage Center’s (NFHC) mission is “to collect, preserve and provide access to the historical records of the fire service and fire protection disciplines to support developments in fire safety and emergency services.”45 The NFHC came about as part of the study, “Heritage Hall”, produced by the U.S. Fire Administration in 2003.46 Since then it has become a major advocate in preserving the history and impacts of the American fire service through historic archives, collections, and initiatives. One of the initiatives is to recognize fire service authors whose works have made a significant contribution to the preservation of our history by presenting selected honorees with the NFHC’s Benjamin Franklin Writer’s Award. The award was named “in honor of Benjamin Franklin’s unique combination of being a writer and publisher and simultaneously an advocate for fire protection in the community.”47 This author along with fellow associates has been honored in receiving this award in the past.
Within the State of Missouri, the Fire Fighters Association of Missouri (FFAM) has established the Fire Fighters Historical Preservation Foundation of Missouri. The goal of the Foundation is to build an Educational and Historical Preservation Center (Museum) “to provide displays of fire history and an interactive learning center detailing the history of the fire service in Missouri.”48 This worthy project continues under construction adjacent to the Missouri Fire Fighters Memorial in Kingdom City, MO. Continued funding support is being sought to complete this historic project that will preserve for future generations the significance of Missouri’s fire service history and traditions, and honor the dedicated endeavors of those who served.
IAFC Ben Franklin Award for Valor
Other national fire service organizations also commemorate the memory and contributions of Benjamin Franklin through various awards. One of these is the International Association of Fire Chiefs (IAFC) through the annual IAFC Ben Franklin Award for Valor. This prestigious award has been presented since 1970 to honor “firefighter(s) for their expert training, professional service and dedication to duty displayed in saving human life.”49 The award was named for Benjamin Franklin for his legacy as “a prime contributor to the wealth of tradition that symbolizes the fire and emergency service worldwide.”50
Other Ben Franklin Tributes
Many other organizations and philanthropic groups honor Benjamin Franklin for his other accomplishments through various events and named awards. These include businesses in the publishing sector and non-profits such as museums and institutions recognizing developments in science and technology.
As one can see, Ben Franklin’s many avocations and fields of endeavor have left a legacy that has been used by organizations that have tied their honors to the many contributions of Franklin’s life. Though Ben Franklin lived in a time after the Renaissance Age, he truly typified a renaissance man embracing business, science, politics, and public service as he sought to define and support the principles of the Declaration of Independence, “life, liberty, and the pursuit of happiness.”51
Fire Service Legacy and Continuing Traditions
The early American colonies faced numerous hardships and hazards, with fire being one of the predominant dangers. Learning from a series of devastating fires in the first settlements in the colonies, colonial governments, and leaders would take some pivotal steps to institute fire protection measures. The City of New Amsterdam (to become New York) under the direction of Governor Stuyvesant would pass strict ordinances, stock firefighting equipment, and institute a fire watch. Though Stuyvesant played a major role in early fire protection, his authoritarian leadership and local disputes may have relegated him to a minor footnote in early American fire service history.
Boston took the lead in fire prevention in 1676 by purchasing the first hand-pumped fire engine, a Newsham, in the colonies. The city aldermen appointed a local carpenter, Thomas Atkins, to take responsibility for the engine and select a crew to operate it. According to Herbert Jenness, in his 1909 book Bucket Brigade to Flying Squadron: Fire Fighting Past and Present, “this appointment secured for Mr. Atkins the undisputed title of ‘America’s first fireman,’ as well as the ‘Father of American fire service.’ ”52 However, this bestowed title would not adhere to Atkins in major historical accounts that followed.
Boston would again lead the way by establishing the first volunteer fire society in 1718. This initiated the “colorful age of volunteer firemen, who were destined to play an increasingly important role in American history.”53
As historic circumstances brought the American colonies toward independence from England, many influential colonists that would become the country’s Founding Fathers would also serve as volunteer firefighters, including George Washington, Thomas Jefferson, and Benjamin Franklin. George Washington who would serve as commander in chief of the colonial armies in the American Revolution and later as the first President of the United States served as a volunteer fireman in Alexandria, VA as a youth, and continued to support fire companies throughout his political career. Benjamin Franklin would witness Boston’s fire prevention successes in his youth and brought those concepts to Philadelphia when he moved there. Franklin’s writings and publications through his newspaper, the Pennsylvania Gazette, would help establish the Union Fire Company in 1736, which some historians consider the first volunteer fire company in America. Franklin, through his fame as an inventor, scientist, and statesman, would also inspire others to form additional fire companies both in Philadelphia and throughout the colonies. Franklin would also be one of the founders of the first successful insurance company in America, the Philadelphia Contributionship, organized in 1752.
So who was the historic figure and iconic firefighter that should be recognized as the first, or Founding Father of the American fire service? To determine this, one would have to agree on criteria that would be used, such as who served first, the measure of their accomplishments, or the prestige or fame that they brought to the traditions of the fire service.
Does your fire department have historic records or confirmed oral traditions that have survived to the present day? Every effort should be made to accurately preserve the history and traditions of your fire department or fire service organization. Many unsung heroic figures have served your community’s fire service entity, performing their civic duty, just as Franklin did, to ensure the protection of their fellow citizens and their property. Their service should be permanently preserved in the historical records of your department, along with recognition through the initiatives of the Fire Fighters Historical Preservation Foundation of Missouri. The memorable contributions of these past members of our fire service family helped establish the history and traditions of your department and that of the American fire service.
As is typical in many aspects of fire service history, no matter what the criteria, there is probably no definitive answer to who was first. I suspect that other settlements in the colonies with local leaders were addressing fire protection issues in their communities and yet historically remained unrecognized for their efforts. In some cases, perhaps because the events were never recorded, or those did not survive. For some the question of who was first will go unsettled and continue to be debated. Others may continue to recognize Benjamin Franklin as the individual that best exemplifies the dedication to civic duty that personifies the iconic firefighter and their pursuit of selfless service in saving lives and property. Franklin continues to be recognized in today’s fire service through a variety of awards and honors based on his historic accomplishments.
Author’s Comments:
The author wishes to recognize and thank the fire service personnel and organizations for their assistance in the development of this article. In particular, the author expresses his appreciation to the National Fire Heritage Center, and the University of Missouri Ellis Library/Lending Library for assisting in obtaining various research documents and archival materials.
Endnotes
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Fire Engines vs. Fire Trucks
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2023-09-15T16:22:41+00:00
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There are many differences between fire engines and fire trucks. Read our online guide to explore the differences and what you should consider before buying.
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en
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Fenton Fire
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https://www.fentonfire.com/blog/fire-engines-vs-fire-trucks/
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Fire engine, fire truck, fire apparatus — people often use these terms interchangeably, but there are some important differences. Fire engines are usually the first to respond to a fire. They carry water and hoses and quickly get to work putting out the blaze. A fire truck, or fire apparatus, is fully equipped to conduct search and rescue operations in fire and other emergencies.
Take a look at a fire apparatus vs. a fire engine to determine which is right for your applications.
Difference Between a Fire Truck and a Fire Engine
The main difference between the two involves the operations that they perform. A fire engine carries water, a pump and a hose to extinguish fires. Firefighters on a fire engine will apply water at high pressure to extinguish a fire. Traditionally, fire trucks don’t carry any water. They have an aerial ladder that enables firefighters to access a building and perform functions like rescues.
Firefighters on a fire truck focus on getting inside to rescue victims. They may also ventilate the roof or other parts of the building to stop the spread of the fire and make it easier to get inside. If the fire grows unpredictable or too large for the firefighters on the fire engine to control, the fire truck may assist the fire engine with containing the blaze. It’s common for the fire engine to be the first on the scene to contain the fire, with the fire truck following closely behind.
Because they have different tasks, fire engines and trucks often have different equipment and tools. Fire trucks need essential rescue tools such as Jaws of Life and hydraulic ladders to save trapped victims.
Fire trucks also often contain thermal imaging cameras that allow firefighters to assess safe areas to enter a building and detect victims’ body heat so they know where they are in the building. Fire trucks also have self-contained breathing apparatus (SCBA) that firefighters use to breathe clean air in a fire. They also have specialty rescue equipment like harnesses, ropes and belay devices.
Fire engines may also have similar equipment, but this is rare. The most important tools on a fire engine are high-powered water pumps, water tanks equipped with gallons of water and long water hoses to put out the blaze. Fire trucks also tend to be larger and longer than most fire engines.
What Is a Fire Engine?
Fire engines, also known as pumpers, primarily aim to suppress a fire. Though each fire is different, the team usually works together to find the source of the fire and direct water at the base of the fire. These vehicles are equipped with three main components that firefighters use to put out fires:
Water tank: Fire engine tanks vary in size. They usually hold between 500 and 750 gallons of water. These tanks can empty very quickly, depending on the type of hose and nozzles used. For this reason, fire engines can connect to another water supply — fire hydrants being the most common secondary source. They can also draw water from reservoirs, lakes, ponds or pools.
Fire pump: Most fire engines use a centrifugal pump in which a spinning propeller creates pressure to move the water. This pump can move large amounts of water, about 1500 gallons per minute, from a water tank or a source like a fire hydrant to put out a fire.
Hose: The hose enables the water to move from the sources to the pump and out the nozzle. Fire engines usually have different configurations in their hoses for various purposes.
In addition to these three components, fire engines carry essential tools like ground ladders, various nozzles and rescue ropes.
What Is a Fire Truck?
Fire trucks generally don’t carry water or have a pump, except for specialty trucks known as Quints. Firefighting apparatus is another common term people use to refer to a truck. They have less to do with putting out the fire and are more involved in other functions.
The main component of a fire truck is a hydraulically powered ladder called an aerial ladder. This ladder is mounted on the fire truck and reaches between 75 and 100 feet when extended. One of the main features of this ladder is that it allows firefighters to access multistory buildings.
Fire trucks have ground support stabilizers called outriggers that allow firefighters to use them safely. These hydraulically powered stabilizers extend underneath the truck to the ground. They create a stable support base that lifts the truck partially off the ground, making it safe for firefighters to load the ladder without tipping over. Because a fire truck is larger than a fire engine, it can carry more equipment and tools, including the following:
Power tools like circular saws, Jaws of Life and chainsaws
Airbags to lift heavy objects
Rescue equipment like harnesses and ropes
High-power electric fans to pull out smoke
One of the duties of a firefighter on a truck is ventilation, which involves removing smoke, heat and toxic gases from the building. They do this through the roof, doors or windows, making navigating the scene easier for victims and firefighters. Fire trucks are also handy for non-fire-related emergencies such as technical cliff or trench rescues.
Factors to Consider Before Buying a Fire Truck or Fire Engine
Now that you know the difference, how do you choose the right vehicle? There are a few things that you need to consider before making your choice:
Your area and risks: What operations does your department carry out? Do you mainly respond to non-fire-related emergencies, or are you primarily responding to fires? Understanding the nature of the emergencies in your area can help you make the right choice. Look into the types of calls that you get, the buildings that you deal with — whether they are high-rise or mostly small homes — and the frequency of other emergencies. Knowing what risks you face in your area will inform your choice.
The team you’re transporting: How do your firefighters get to a scene? The vehicle you choose needs to have enough room onboard. You may have a few firefighters on your truck or engine and have the others arrive separately. Think about how they usually reach the scene and what works best for you.
Your water needs: Water is essential when fighting fires. The area that you live in will also dictate how accessible water is to you. If you operate in a city, hydrants are usually easily accessible. In smaller towns, they may be scarce. Water accessibility will determine the size of the tank on your fire engine. You’ll want enough water so firefighters can begin working on a fire while the rest of the team sets up a secondary supply.
Your equipment load: Think about the types of scenes you respond to and the number of vehicles that respond. If you have a smaller fleet, you may need a vehicle with greater storage capacity to ensure you have all the essential tools. Bigger fleets can easily spread out equipment. The more gear you need, the fewer firefighters you can carry.
View Fenton Fire Equipment Fire Truck and Fire Engine Listings
Even though fire trucks and fire engines are similar, they serve different functions in fires and other emergencies. Fire engines have water tanks, pumps and hoses to extinguish a fire quickly. Firefighters mostly use fire trucks to ventilate buildings and rescue victims from fires and other emergencies. To choose the right vehicle, you need to understand the scenes you respond to and your department’s unique needs. The right vehicle can help you and your team to carry out rescue operations seamlessly.
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https://www.firehouse.com/home/article/10545444/duties-responsibilities-of-the-incident-commander
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Duties & Responsibilities Of The Incident Commander
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A constant in the incident command system is the need to identify an incident commander (IC) at all alarms.
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en
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https://img.firehouse.com/files/base/cygnus/fhc/image/uploads/1623776578097-favicon.ico
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Firehouse
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https://www.firehouse.com/home/article/10545444/duties-responsibilities-of-the-incident-commander
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A constant in the incident command system is the need to identify an incident commander (IC) at all alarms. There must be one single, central and well-supported IC during an incident in order for the system to operate properly.
An individual must be qualified to fill this most important position. Some firefighters compare the IC’s role to that of a quarterback in a football game. The quarterback sets the strategy on how to win the game, then must call the plays (the tactics needed to reach the strategic goals) and assign the other players to tasks. These functions are similar to the list of duties and responsibilities placed on the IC.
The IC, however, has another major objective: ensuring that all members operating at an incident are safe from avoidable harm. The list of the IC’s duties and responsibilities are most worthy of discussion. This column will review each of the primary functions that an effective IC must be prepared to handle while serving in this role.
The first responsibility of the incident commander is to ensure the safety of the firefighters under his or her command. The top safety officer is the IC, who must have a clear understanding of how each decision implemented affects the safety of the operating forces. During the heat of battle and with various other pressures, this is all too easy to forget.
A good IC will be well schooled in firefighter safety practices. One very good source of firefighter safety information is the National Fire Academy’s safety courses. Attending the company officer and scene safety programs are a must to be able to fully understand the IC’s duties in this area.
Further, the IC must possess a reasonable understanding of personal limitations. The best ICs that I have worked under have “walked a mile in the firefighter’s moccasins.” For instance, it is difficult to explain what it is like to work inside a fully encapsulated suit. Incident commanders should get first-hand experience, whenever possible, so as to realize what they are asking their members to do. The IC need not be a “super firefighter” but rather a well-informed firefighter.
The incident commander must be able to assess the incident priorities to determine the strategy and tactics that will be used. The incident priorities are simple and straightforward:
Life safety.
Incident stabilization.
Property conservation.
These three priorities are in rank order and must always be addressed in that fashion. These three priorities must be considered at all types of incidents.
To demonstrate, if the first incident priority of life safety has not been achieved at a serious automobile accident, the IC would develop an action plan to extricate and free the entrapped victim. The extrication function is the strategy, while the tactic would be the rescue company operating the hydraulic tool to remove the obstacles to complete the removal of the customer.
The difference between strategy and tactics is simple. The strategic goal is the “what” and the tactical objective is the “how.” An example of a strategic goal would be to contain the product in the hot zone at a hazardous materials scene, while the tactical objectives would be to overpack and remove the spilled chemical to reach this goal. Often it will take several tactical objectives to achieve a strategic goal.
The incident priorities of life safety, incident stabilization and property conservation coupled with the selected strategic goals, tactical objectives and resource needs make up the incident action plan. Every incident that an IC handles must have an “action plan.” It’s a lot like a playbook for the quarterback. lt keeps the IC focused and prevents him or her from missing the big picture.
Although the term action plan may be new to the reader, you and your department have been using one for handling calls. Let’s take a common alarm to demonstrate, such as a dumpster fire. The action plan implemented would probably look like this: properly place the apparatus; ensure that the area is safe; advance a handline using the proper level of personal protective equipment (PPE) — remember, real firefighters don’t breathe smoke; extinguish the fire; and overhaul the hot spots. If there are additional dumpsters close by, most departments will wet them down to prevent additional responses to the same area.
The steps taken to handle the situation were based on the incident priorities, strategic goals, tactical objectives and available resources. That is the action plan in simple terms. The incident commander must be the developer and reviser of the action plan.
Next, the IC must develop a management structure to handle the incident properly. This structure must be based on the principles of span of control (a supervisor-to-subordinate ratio of five-to-one) and unity of command (each member has only one boss). Difficult and complex incidents will require a substantial management structure to be developed.
Mass Casualty Assignments
In 1993, I attended a mass casualty incident that required just about the entire incident command system to be activated. There were no fewer than 30 members in key supervision roles. These assignments included the operations, planning and logistics sections as well as triage, treatment, transportation and hazmat sectors. Each of these jobs required considerable time and effort to complete the removal of nearly 200 injured customers. Without developing a sound management structure, the IC would never have been able to reach the strategic goal of hospital care within the “golden hour” for the injured. If a single person had to manage such a complex incident, where would you even begin? The effective IC is a good delegator of authority and resources to be able to reach goals and objects.
The incident commander must be continually assessing outcomes to determine the effectiveness of the incident action plan. This function is accomplished through information received from the various operating sectors during the incident. They should be providing the IC with regular updated intelligence (the size-up process). The IC must adjust the plan accordingly to reach the desired goals. This includes the need to call for additional assistance.
Typically, ICs are reluctant to call for enough help early in the situation. Most cases that we handle are fast moving and require that we “front load” the effort if we are going to be successful. If you think that you may need another engine, you probably need two. Don’t forget the requirement to staff a rapid intervention company (RIC) at all working incidents. Ensuring that there are at least a few resources in staging while the incident is escalating may be an effective way of handling this function.
The IC must be responsible for the release of information to the media. Emergency events are newsworthy and are publicly scrutinized. The IC needs to manage the media contacts or be at the media’s mercy (generally not a pretty sight). This assignment is delegated to the public information officer (PIO). However, the IC should invest the time to review any and all information that will be released to insure that it fits the selected action plan.
Evacuation areas are one such situation that you get only one chance to get it right the first time. Misinformation could be deadly and will certainly erode your credibility with the public and the media. Have a press release form and a media plan ready long before the incident occurs. One major hint: NEVER allow the media to set up shop at the command post. This will be a great distraction and assuredly there will be information shared that will not be acceptable for general release. During the combat phase, the IC cannot serve in the role of PIO. The IC’s time and attention must be on the task at hand. Once the incident is under control, the IC may consider making a statement, if the situation warrants this action.
The last of the incident commander’s major responsibilities is to coordinate activities with outside agencies. During a significant incident, many agencies will show up to help and perform their assigned tasks. For example, two highly visited situations are mass casualty incidents and hazmat alarms.
In any situation where outside agencies are deployed, the IC has to coordinate efforts to fit into the incident action plan. Once again, there is a specific position, the liaison officer, to handle this responsibility. The IC will need to be informed about the status and requests of outside agencies, However, in some situations where the support agencies may be to have higher access or specific information about the incident, the IC will have to make the call. The liaison area should not be set up at the command post for the same reasons mentioned earlier.
To be a good incident commander, a member must understand the duties and responsibilities for this post. The IC must be the chief safety advocate for the firefighting forces. Next, the IC must utilize the three incident priorities to determine the strategic goals and tactical objectives. These items (incident priorities, goals and objectives) coupled with resource needs make up the action plan.
An effective IC will build a management structure to handle the incident based on several principles and the incident requirements. The management structure and action plan are continually revised as information is updated. The IC is responsible for the coordination of the release of information to the media and with outside agencies that respond to alarms.
The duties and responsibilities of the IC are demanding and critical to the successful outcome of any incident. The requirement for proper training, education and experience to fill this role cannot be overemphasized. Much like the quarterback, the IC will determine success or failure. Safe firefighting!
Dennis L. Rubin, a Firehouse® contri-buting editor, is chief of the Dothan, AL, Fire Department.
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https://www.wheaton.il.us/170/Fire-Department
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en
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Fire Department
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The Wheaton Fire Department delivers comprehensive services that are designed on an all-hazards approach.
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/images/favicon.ico
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The Wheaton Fire Department delivers comprehensive services that are designed on an all-hazards approach.
Services
Services include:
Fire suppression
Hazardous materials
Technical rescue
Emergency medical
Risk prevention
Community education and
Disaster preparedness/management
About Your Fire Department
Wheaton's Fire Department, under the direction of the Fire Chief and 4 Assistant Fire Chiefs, includes:
35 full-time firefighters
19 full-time contracted paramedics, and
4 part-time/contractual support staff members
We respond to approximately 6,000 service requests per year; approximately 4,000 of which are requests for emergency medical services. The rest include responses to structure fires, automatic fire alarms, outside fires, vehicle fires, technical rescues, and other service-related calls such as smoke or electrical investigations.
The Wheaton Fire Department has an ISO Fire Suppression Rating of 2 out of 10 (with 1 being the best possible rating). This rating, which is issued by the ISO advisory organization, takes into account factors such as water distribution and fire department equipment and is used primarily by the property and casualty insurance industry.
9-1-1 Dispatch
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https://haddonhts.com/fire
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Haddon Heights, New Jersey
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[] | null |
en
|
https://haddonhts.com/sites/all/themes/aha_compass/favicon.ico
| null |
Incorporated on December 4, 1904, the Haddon Heights Fire Department is primarily a Volunteer Fire Department that proudly celebrated its centennial in 2004.
Over the years many innovations have changed the way the Haddon Heights Fire Department provides service to the residents of Haddon Heights as well as many surrounding communities. Although there have been many changes in the way service is provided, the purpose of the Department has remained constant: provide the citizens of Haddon Heights professional, state of the art fire suppression service at a reasonable cost while maintaining the highest degree of safety to its members as well as those being served.
|
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3740
|
dbpedia
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3
| 80
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https://www.americanhumane.org/about-us/history/
|
en
|
History - American Humane
|
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[] |
[] |
[
""
] | null |
[] |
2016-07-28T16:22:52+00:00
|
Founded in 1877, American Humane is committed to ensuring the safety, welfare and well-being of animals.
|
en
|
/apple-icon-57x57.png
|
American Humane
|
https://www.americanhumane.org/about-us/history/
| |||||
3740
|
dbpedia
|
1
| 76
|
https://www.franklinva.com/government/departments/fire-and-rescue/fire-and-rescue-history/
|
en
|
Fire and Rescue History
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Fire and Rescue History
|
en
| null |
The picture above depicts a well known figure in our nation's history. Not only was this man a Founding Father of the United States, but he is also known to be the "Father of our Fire Service". You guessed it, this man is Benjamin Franklin himself. Ben Franklin founded the Union Fire Company in Philadelphia, Pennsylvania in 1736. This fire company was the first volunteer fire company of its kind in the U.S. Soon after this volunteer fire company sprung up, more and more fire companies spread across the city and soon all over the country.
The two symbols above represent the The Maltese Cross (left) and The Star of Life (right). The Maltese Cross is a symbol of protection and is a badge of honor. This emblem had its beginnings during the time of the Crusades and was a symbol of the knights during that time period. The Knights of St. John fought the Saracens for possession of the holy land, they encountered a new weapn unknown to any European warrior. This weapon was a simple, yet horrible device of war: fire. The Crusaders advanced on the walls of the city and were continuously struck by glass bombs that were filled with a higly flammable liquid known as naptha. While the warriors were covered with this liquid, the Saracens would throw flaming torches at them and most of these warriors burned alive. Others risked their own lives to save their fallen brothers. This is how our first firemen came to be. Their heroic efforts were honored with a badge of honor: a cross similar to the cross that firefighters wear today. The Knights of St. John lived on an island in the Meditteranian Sea for almost four centuries named Malta, this is where the name for the Maltese Cross came about.
The Star of Life was adapted from the personal Medical Identification Symbol of the American Medical Association. Each of the six bars on the Star of Life has a separate meaning: detection, reporting, response, on-scene care, care in transit, and transfer to definitive care. If you look to the center of the star, you will notice a serpant wrapped around a staff. These two symbolize the staff of Asclepius, an ancient Greek physician known as the god of medicine. The staff, overall, represents medicine and healing, while the serpant represents renewal.
Depicted above is a firetruck dated around the 1920s. Trucks back in this time period were not equipped like today's fire engines. As you look closely, you can see this fire truck pulling a water pump, which was how fires were put out in this era.
Back in the late 1800s and throughut most of the early 20th century, firefighters used what is known as a hand pump fire engine. This device was either pulled by an early model firetruck or attached to a horse drawn carriage. In years past, it used to be pulled by hand. These fire engines have long bars that run parallel to the body of the engine that operate the pump. These bars, when pushed up and down, operate a set of pistons in the engine which alternately suck water out of the tub (located in the center of the engine), and force it into a pressure chamber. The air trapped in this chamber provides constant pressure and evens out the spurts as water is sprayed out of the hose. Being that the average amount of pumps per minute for this machine was around 60, an average man could only last but a few minutes at a time.
This particular hand pump fire engine was built around 1875 and was purchased by the Town of Franklin around the turn of the century.
The picure above depicts what is known as a Western Electric Phone. This phone was used by the dispatcher to ring the special phones located in the volunteers' houses. The dispatcher would either ring North side or South side. Whichever side of the town the phones went off was where the fire would be located.
Commonly known fire fighting tools are the flathead axe (left) and the pick head axe (right). The flat head axe is used mainly for cutting through lightweigt materials and the flat surface is used mainly to strike other prying tools in a sledge hammer like fashion. The pick head axe on the other hand is used to cut through heavier, denser materials like wood, shingles, and other natural materials. The pick end serves to give firefighters an opportunity to make a starting point to begin cutting or to pierce materials that can't be pried by hand.
Since the supply of water to burning buildings in this time era was so little, firemen carried different tools with them to salvage personal items of the victims of the fire. One of these tools was known as a bed key. Since the bed was often the most valuable item owned by a family back in the late 1700s and early 1800s, firemen carried around the bed key which allowed them to disassemble the wooden bed frame quickly and efficiently and remove it safely.
|
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3740
|
dbpedia
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2
| 35
|
https://www.hci.edu/hci-news/1060-roles-and-responsibilities-of-a-fire-officer
|
en
|
Roles and Responsibilities of a Fire Officer
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2017-12-18T16:32:10+00:00
|
Fire Officers are responsible for decision-making. This means that the Fire Officer will need to make decisions about the safest way to rescue people from a fire and the best way to handle fighting the fire.
|
en
|
images/favicon.ico
|
HCI College
|
https://www.hci.edu/hci-news/1060-roles-and-responsibilities-of-a-fire-officer
|
The Fire Officer is a supervisory role within the fire department. Fire officers provide the public “face” of fire departments by meeting with the community, in addition to their communication duties with the fire department crew.
Fire Officers serve a leadership function within their fire departments.
Decision making and office administration
Fire Officers are responsible for decision-making. This means that the Fire Officer will need to make decisions about the safest way to rescue people from a fire and the best way to handle fighting the fire. Coordinating rescue efforts and strategies for firefighting fall upon the shoulders of the Fire Officer.
Fire Officers also provide administrative functions for the fire department. They will be the ones who handle the company correspondence, maintaining office records, recording minutes for fire department meetings, and ordering supplies. The Fire Officer might draft public notices for the Fire Chief or Deputy to sign, or compose department memos and letters.
Fire Officers work with their fire departments to ensure that all firefighters are trained and all equipment is maintained on a regular schedule. Fire departments will need to be current on their training, and the Fire Officer is responsible for all training within the department.
Fire Officers represent the fire department when addressing the public. This means that when schools or other organizations visit the fire department, the Fire Officer will be the one who leads the tour and answers questions.
Maintaining fire safety
Fire Officers serve as a knowledge source for fire safety precautions and current fire safety building requirements. They will do regular fire safety checks of the fire department and on-site locations. Sometimes, Fire Officers will be called upon to assist the firefighters at a scene. It is important that a Fire Officer stays current on firefighting techniques and procedures as well.
Fire Officers are responsible for the internal organization of the fire department. It is their job to make sure that everything runs smoothly at the fire department and that every team member knows their roles and responsibilities.
The roles and responsibilities of Fire Officers might vary from department to department, but the Fire Officer understands the needs of their departments and works with the public for education and announcements.
|
||||
3740
|
dbpedia
|
0
| 7
|
https://apps.usfa.fema.gov/registry/summary
|
en
|
National Fire Department Registry Quick Facts
|
https://apps.usfa.fema.gov/favicon.ico
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https://apps.usfa.fema.gov/favicon.ico
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en
|
/favicon.ico
| null |
Fire departments registered
Fire departments by region
Number of registered fire departments by state and territories
There are 14 registered fire departments in U.S. territories.
Total number of registered fire departments by state and territories: 27,126
Stations
Organization type
96% of the registered departments are local fire departments which include career, combination and volunteer fire departments and fire districts.
4% of the registered departments are state and federal government fire departments, contract fire departments, private or industrial fire brigades, and transportation authority or airport fire departments.
Personnel
Registered fire departments are staffed by approximately 1,207,600 personnel. 3 This includes career, volunteer and paid per call firefighters as well as civilian staff and nonfirefighting personnel.
There were a total of 1,055,900 active career, volunteer and paid per call firefighters representing nearly 87% of the registered departments' personnel.
Of the active firefighting personnel, 35% were career firefighters, 52% were volunteer firefighters, and 13% were paid per call firefighters.
Department type
Of the fire departments registered: 4, 5
Department type by state
Percentage of registered volunteer and mostly volunteer fire departments, top 5 states by rank
Percentage of registered career and mostly career fire departments, top 5 states by rank
Percentage of fire departments registered by department type within each state 5
State totals may not add up to 100 percent due to rounding. State Volunteer Mostly volunteer Mostly career Career Total 69.8 15.5 5.1 9.6 Alabama 79.1 8.8 4.1 8.0 Alaska 56.5 31.8 1.3 10.4 Arizona 30.6 22.6 15.3 31.5 Arkansas 84.0 9.0 2.6 4.4 California 28.7 25.8 15.7 29.8 Colorado 45.0 28.8 11.3 14.9 Connecticut 61.4 22.0 4.5 12.2 Delaware 42.4 55.9 0.0 1.7 District of Columbia 0.0 0.0 33.3 66.7 Florida 34.1 11.2 15.7 39.0 Georgia 48.5 22.7 10.3 18.6 Hawaii 8.3 0.0 16.7 75.0 Idaho 56.9 31.0 4.1 8.1 Illinois 65.2 14.1 6.2 14.5 Indiana 72.6 14.3 3.5 9.6 Iowa 89.6 6.2 0.9 3.3 Kansas 78.6 11.4 3.8 6.2 Kentucky 75.8 14.3 4.0 5.9 Louisiana 47.3 36.8 5.6 10.3 Maine 69.2 24.0 3.3 3.6 Maryland 60.8 27.7 5.0 6.5 Massachusetts 24.0 28.7 15.4 32.0 Michigan 62.2 23.4 4.8 9.6 Minnesota 85.6 10.7 1.0 2.8 Mississippi 71.6 14.6 3.6 10.3 Missouri 71.2 12.6 4.7 11.6 Montana 82.3 11.0 1.8 5.0 Nebraska 92.2 3.9 0.5 3.4 Nevada 54.5 21.6 10.2 13.6 New Hampshire 52.9 30.0 11.0 6.2 New Jersey 75.1 11.8 4.8 8.3 New Mexico 77.8 9.7 2.8 9.7 New York 90.7 3.4 1.7 4.2 North Carolina 61.2 26.6 7.1 5.1 North Dakota 92.0 4.3 0.6 3.1 Ohio 58.9 20.5 6.7 13.8 Oklahoma 81.4 9.8 2.7 6.1 Oregon 41.4 44.6 7.0 7.0 Pennsylvania 89.7 6.9 1.0 2.4 Rhode Island 36.8 25.0 2.9 35.3 South Carolina 52.3 24.1 13.9 9.8 South Dakota 91.8 4.8 0.3 3.1 Tennessee 73.6 13.4 4.7 8.3 Texas 69.9 11.8 6.7 11.6 Utah 64.4 21.3 5.3 9.0 Vermont 87.3 7.8 3.4 1.5 Virginia 70.6 16.9 5.6 7.0 Washington 39.2 38.5 10.7 11.7 West Virginia 90.7 4.8 1.3 3.3 Wisconsin 78.8 13.7 1.6 5.9 Wyoming 70.2 18.4 0.9 10.5 U.S. territories 14.3 0.0 14.3 71.4
Specialized services
Percentage of registered fire departments providing specialized services
|
||||
3740
|
dbpedia
|
1
| 37
|
https://www.boston.gov/departments/fire-operations
|
en
|
Fire Operations
|
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2016-02-01T10:16:24-05:00
|
We are an organization of dedicated professionals who are committed to serving the community by protecting life, property, and the environment through prevention, education, emergency medical, civil defense and fire service. We protect all Boston residents and the hundreds of thousands of people who work, shop and visit the City. Learn more about the Boston Fire Department, and how our divisions work together.
|
en
|
/themes/custom/bos_theme/images/apple-touch-icon.png
|
Boston.gov
|
https://www.boston.gov/departments/fire-operations
|
1837: The City created the Fire Department as you know it now.
1851: We installed the first public fire alarm system through telegraph and an office at Boston City Hall.
1859: Steam engines replaced hand engines, and we began hiring permanent crew.
1863: We started using adjustable fog nozzles.
1871: We started using a new 11-inch fire hose. Chief John Damrell called it a success. 1872: The Great Boston Fire of 1872 destroyed 776 buildings, costing $75 million and killing 13 people. This led to the creation of a permanent board of fire commissioners.
1873: The department got its first steam engine fireboat.
1874: We elected a permanent district chief. Many of the department’s companies also got fully staffed with permanent firefighters.
1875: We changed the locks on fire alarm boxes to stop false alarms, and created the first fire department repair shop. We installed dial lines so different parts of the department could communicate. The telephone was invented the following year.
1876: The department started using the aerial ladder. All fire engines were equipped with relief valves and shutoff nozzles.
1877: We replaced regular ladders with new Bangor extension ladders.
1881: The department installed sliding poles in the firehouses, and added bunks to several stations for faster response times.
1882: Firehouses began using electric gongs for alarms. We also installed private fire alarm boxes in schools, stores, and other public buildings.
1883: First aid kits were given to all fire companies.
1889: The Thanksgiving Day fire set off eight alarms. Outside help rushed to the scene and two firemen were killed in the fire. Their widows received $300 pensions.
1895: The board of commissioners was replaced with one Fire Commissioner after a Roxbury fire destroyed 216 buildings.
|
||||
3740
|
dbpedia
|
2
| 19
|
https://hiring.monster.com/resources/job-descriptions/protective-services/firefighter/
|
en
|
Firefighter Job Description Template
|
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2012-05-14T00:00:00+00:00
|
Our customizable firefighter job description template, optimized for search performance and conversion, can help you staff up with confidence.
|
en
|
https://cdn-empmerch.newjobs.com/wp-content/themes/monster-hiring/src/images/favicon.ico
|
Monster.com
|
https://hiring.monster.com/resources/job-descriptions/protective-services/firefighter/
|
Firefighter
[Intro Paragraph] Begin your firefighter job description by introducing candidates to your organization. Although there are many similarities if you are part of a traditional municipal department, the municipalities vary greatly in size. For example, you can mention that joining a small department has certain advantages or talk about your company’s reputation in the industry. Culture is also a major issue that you can discuss when you’re trying to stand out in a crowded field.
Firefighter Job Requirements and Responsibilities:
Protects citizens during emergencies.
Extinguishes fires.
Executes rescues.
Mitigates chemical spills.
Prevents fire damage by conducting surveys and inspections for hazards and enforcing codes.
Prepares citizens to prevent fire damage by developing and conducting educational and training programs.
Ensures availability of water at fire scene by testing hydrants, requesting and expediting repairs, and verifying repairs.
Minimizes fire damage by responding to alarms, driving and operating equipment, regulating water pressure, combating and extinguishing fires, and rescuing and reviving people.
Ensures operation of equipment by completing preventive maintenance requirements, following manufacturer’s instructions, and troubleshooting malfunctions.
Notifies supervisor of needed repairs.
Evaluates new equipment and techniques.
Maintains operations by following policies and procedures and reporting needed changes.
Provides information by completing reports.
Handles minor medical care and other emergency services.
Maintains technical knowledge by attending educational workshops, studying publications, and participating in scheduled drills.
Maintains fire station building, grounds, and related equipment by completing maintenance schedules.
Contributes to team effort by accomplishing related results as needed.
[Work Hours & Benefits] Discussing working hours and benefits in this section of your firefighter job description is a strategic move. People want to know what their average work day will look like. Provide detailed information about working conditions or requirements, including shift work, weekend work, overtime, and break schedule. This is especially relevant for firefighters. State whether employees will have 24 hour shifts or work in 8-12 hour shifts. Additionally, make sure to mention your own unique compensation and benefits package.
Firefighter Qualifications / Skills:
Lifting
Physical fitness
Decision making
Handles pressure
Deals with uncertainty
Judgment
Objectivity
Dependability
Emotional control
Integrity
Safety management
Education and Experience and Age Requirements:
High school diploma or equivalent
Must pass physical and written tests
Drug screening exam
Medical exam
Valid drivers’ license
At least 18 years old
|
||||
3740
|
dbpedia
|
3
| 55
|
https://en.wikipedia.org/wiki/Red_Adair
|
en
|
Red Adair
|
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] |
[] |
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""
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[
"Contributors to Wikimedia projects"
] |
2004-08-08T16:41:13+00:00
|
en
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/static/apple-touch/wikipedia.png
|
https://en.wikipedia.org/wiki/Red_Adair
|
American oil well firefighter
Paul Neal "Red" Adair (June 18, 1915 – August 7, 2004)[3][4] was an American oil well firefighter. He became notable internationally as an innovator in the specialized and hazardous profession of extinguishing and capping oil well blowouts, both land-based and offshore.
Early life and education
[edit]
Adair was born in Houston, Texas, the son of an Irish immigrant blacksmith and his wife.[5] He attended Reagan High School.
Military service and career
[edit]
During World War II, Adair served with the US Army, in a bomb disposal unit. After the war ended, he started working in the oil industry. He started his career working for Myron Kinley, the "original" blowout/oil firefighting pioneer. They pioneered the technique of using a V-shaped charge of high explosives to snuff the fire by the blast. This was known as the Munroe effect, which Adair knew was used with bazookas and the atom bomb.
In 1959 he founded Red Adair Co. Inc. During the course of his career, Adair helped extinguish more than 2,000 land and offshore oil well, natural gas well, and similar spectacular fires. He gained global attention in 1962 when he fought a fire at the Gassi Touil gas field in the Algerian Sahara nicknamed the Devil's Cigarette Lighter, a 450-foot (140 m) pillar of flame that burned from 12:00 pm November 13, 1961, to 9:30 am on April 28, 1962. In December 1968, Adair sealed a large gas leak at an Australian gas and oil platform off Victoria's southeast coast.[2]
In 1977, he and his crew, including Asger "Boots" Hansen and Manohar "Man" Dhumtara-Kejriwal, contributed to capping the biggest oil well blowout to have occurred in the North Sea. At the time this was the largest offshore blowout worldwide, in terms of volume of crude oil spilled.[6] This took place at the Ekofisk Bravo platform, located in the Norwegian sector and operated by Phillips Petroleum Company, now ConocoPhillips.
In 1978, Adair's top lieutenants Hansen and Ed "Coots" Matthews left to found a competitor company, Boots & Coots International Well Control Inc.
In 1988, Adair helped to extinguish the UK sector Piper Alpha oil platform fire in the North Sea. At age 75, Adair participated with extinguishing the oil well fires in Kuwait set by retreating Iraqi troops after the Gulf War in 1991.
Adair retired in 1993, and sold The Red Adair Service and Marine Company to Global Industries.[7] His top employees (Brian Krause, Raymond Henry, Rich Hatteberg) left in 1994 and formed their own company, International Well Control (IWC).
Adair died in Houston in 2004 at the age of 89.[3] He is buried in a crypt at Forest Park Lawndale in Houston.[8]
Family
[edit]
He was survived by his wife, a son and a daughter.[9]
Legacy
[edit]
The 1968 John Wayne movie Hellfighters was based loosely upon the feats of Adair during the 1962 fire in the Sahara.[9]
Adair received the Golden Plate Award of the American Academy of Achievement in 1980.[10]
The History Channel's Modern Marvels episode on "Oil Well Firefighting" was one of Adair's last interviews prior to his death. The episode was broadcast after Adair's death and was dedicated to his memory.
The Travel Channel's Mysteries at the Museum "Most Explosive" episode (2014) features a segment on Adair's success in 1961 in stopping the burning gas line in the Algerian Sahara Desert; it was nicknamed "The Devil's Cigarette Lighter".
He was a longtime member of Lakewood Yacht Club.[9]
In Season 2, Episode 6 of MacGyver (2016 TV series), Red Adair’s life, particularly the “Devil's Cigarette Lighter” incident, is shown to be an inspiration for character Jack Dalton and explains why he knows so much about oil well fires when the team is tasked with stopping one in Nigeria.
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https://www.powhatanva.gov/236/Fire-Rescue
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en
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Fire & Rescue
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https://www.powhatanva.gov/images/favicon.ico
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https://www.powhatanva.gov/images/favicon.ico
|
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] |
[] |
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""
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The Fire and Rescue Department is responsible for the delivery of fire services, emergency medical services, and the emergency management/disaster management program.
|
en
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/images/favicon.ico
| null |
Powhatan County Fire Rescue operates as a combination system of full time, part time and volunteer staff working cooperatively to provide fire, rescue, and emergency medical services to Powhatan’s citizens and visitors. Operating from the county office, 5 fire stations and 3 rescue squad stations, our aim is to protect the lives, property, and environment of our community.
Composition
5 Volunteer Fire Companies
1 Volunteer Rescue Squad
Department of Emergency Management
Administrative and Operational Chiefs
Full-time and part-time firefighter/EMTs and paramedics
Staffing
Full-time Fire Rescue Chief and Fire Rescue Deputy Chief
Part-time Fire Rescue Assistant Chief
Part-time Fire Rescue Administrative Assistant
Part-Time Emergency Manager
Part-Time EMS Coordinator
Part-Time Recruitment & Retention Coordinator
Part-time and volunteer Fire Marshals
Operational Staffing
The Powhatan County Fire Rescue Department provides supplemental staffing to Fire Companies 1, 2, 4, and 5. 19 full-time and 21 part-time personnel work in harmony with our volunteer workforce to provide 24-hour coverage.
Mission
The mission of the Fire and Rescue Department is: Serving People. Saving Lives. Protecting Property.
Fire
Powhatan County is serviced by 5 Fire Companies spread throughout the county. Each Company is capable of providing:
Fire Prevention
Fire Suppression
Hazardous Materials Response
Public Education
Rescue Services
Emergency Medical Services (EMS)
Provided by a combination of county career staff, contracted staff and volunteers.
For more information visit Powhatan Volunteer Rescue Squad's website.
For EMS billing information contact:
EMS Management & Consultants, Inc.
P. O. Box 863
Lewisville, North Carolina 27023
Customer Service Line: 1-800-814-5339
Fax #: 1-336-766-6870
emsbilling.info
Emergency Management
The emergency management team is primarily responsible for maintaining the various emergency plans for the County, including the:
Hazardous Materials Emergency Response Plan
Powhatan County Emergency Operations Plan
Richmond-Crater Multi-Regional Hazard Mitigation Plan
The emergency management team also manages the County Emergency Operations Center (EOC), including staffing the EOC and coordinating responses during major events that affect the County.
Volunteers
A vital part of the department, the services provided by the volunteers assure that the needs of the citizens of Powhatan are met. Members are offered opportunities to train in both Fire and EMS services. Volunteers can also be support staff or administrative members.
|
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dbpedia
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https://www.gtcc.edu/academics/academic-programs/programs/public-safety/fire-protection-technology.php
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en
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Fire Protection Technology
|
[
"https://www.gtcc.edu/_global/images/logo/footer-logo.png",
"https://i.ytimg.com/vi/rFkcE2akiRI/hqdefault.jpg",
"https://www.gtcc.edu/_global/images/logo/footer-logo.svg"
] |
[] |
[] |
[
""
] | null |
[] | null |
en
|
/_global/images/favicon.jpg
| null |
There are many careers in the fire service today. Some of the careers include:
Firefighter (Local Government, Contractor, Federal Government)
Engineer (Local Government, Contractor, Federal Government)
Fire Captain (Local Government, Contractor, Federal Government)
Fire Chief (Local Government, Contractor, Federal Government)
Fire Marshall (Local Government, Contractor, State Government, Federal Government)
Fire Investigator (Local Government, Contractor, State Government, Federal Government)
Emergency Manager (Local Government, Contractor, State Government, Federal Government)
City, Town, County Manager
We are more than happy to help you plan your career path and help ensure that you succeed in reaching your goals.
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3740
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dbpedia
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2
| 5
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https://www.dsfire.gov.uk/careers/role-firefighter
|
en
|
The role of a firefighter
|
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] |
[] |
[] |
[
""
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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
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dbpedia
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0
| 61
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https://wtwp.com/fire-ems/fire/fire-stations/
|
en
|
Washington Township
|
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] |
[] |
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""
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Washington Township operates four fire stations to meet the service needs of the community. The stations are strategically located in four districts throughout the community to allow emergency responders to arrive at emergency scenes quickly.
|
en
|
/assets/img/logos/favicons/apple-touch-icon.png
|
https://wtwp.com/fire-ems/fire/fire-stations/
|
Station 91 is the largest station in the township. Thirteen firefighters, including fire command officers, are assigned to this station. In addition to serving as the first responding unit for fire and EMS emergencies within the southwest area of the Township, the station houses specialty teams and equipment for heavy rescue operations, grass fire, dive operations, and command staffing. These specialty teams and equipment respond throughout the entire township on emergency scenes. Most notably, the station houses Ladder 91, a 100 foot aerial ladder which is dispatched on all fire alarms and reported structure fires and Rescue 91, a rescue engine equipped as the primary heavy rescue unit for auto accidents, building collapse, rope rescue efforts and more.
Six firefighters are assigned to this station, providing fire, EMS, and water rescue services. The district primarily covers the eastern portions of the Township, including the Scioto River. Advance life support emergency response occurs on Medic 92 and fire response occurs on Engine 92. The station also offers a community room for neighborhood and civic meetings. The station is dedicated in memory to the service of former Washington Township Assistant Fire Chief James Ross.
Station 93 has the largest service district in the Township. Six firefighters are assigned to this station, providing fire, EMS and water rescue services. In addition to operating the advance life support Medic 93, staff at this station operate Quint 93, a fire engine with 75 foot aerial ladder. This district covers a significant residential portions of the township. The 9-11 Memorial is displayed at the station, in commemoration of the lives lost on September 11, 2001. The Memorial is open to the public and available for viewing at the front entrance.
Station 95 is located within a water tower and is only one of four such fire stations in the nation known to co-locate in a water storage facility. The location is a joint partnership between the City of Columbus, who operates the 1 million gallon water facility, City of Dublin who owns the tower and the land, and Washington Township, who leases the tower column for the fire station. The bay is on the ground level and living quarters are above the bay.
The station’s district covers a significant portion of the commercial areas of the community. Six firefighters are assigned to Station 95, providing advance life support and fire response on Medic 95 and Engine 95.
|
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| 36
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https://www.firefighterhub.com/government-agencies.html
|
en
|
Fire & Rescue and EMS Related State and National Organizations.
|
[
"https://www.firefighterhub.com/uploads/1/3/3/7/13370797/editor/probationaryff-022720.jpg?1609264381"
] |
[] |
[] |
[
"fire marshal",
"fire commission",
"government",
"fire",
"committee",
"emergency agency",
"EMS bureau",
"EMS office",
"EMS agency",
""
] | null |
[] | null |
State fire commissions, Federal agencies, fire marshal offices, EMS offices, and other fire and EMS related government organizations.
|
en
|
FirefighterHub
|
https://www.firefighterhub.com/government-agencies.html
| ||||||
3740
|
dbpedia
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3
| 0
|
https://www.usfa.fema.gov/blog/usfa-celebrates-black-history-month/
|
en
|
The U.S. Fire Administration Celebrates Black History Month
|
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""
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Learn about African American successes in the U.S. fire service and how through diversity, equity and inclusion, fire departments can reach their full potential.
|
en
|
/favicon.ico
|
U.S. Fire Administration
|
https://www.usfa.fema.gov/blog/usfa-celebrates-black-history-month/
|
Although Black history can be celebrated throughout the year, Black History Month offers an opportunity to reflect on and share the successes and accomplishments of African Americans in the fire service. And by looking at the past and present, the future comes into view — a future of opportunity achieved through diversity, equity and inclusion.
The past
In many ways, the American firefighting community mirrored other opportunities and was not initially open and welcoming to minorities. Thus, the history of Blacks and the American fire service is one of breaking through the barriers of prejudice.
Early records of Black firefighters are fragmented and incomplete. The oldest documentation of government-sanctioned African American firefighters goes back to 1817 in New Orleans, when free men of color and slaves were recruited following a devastating fire.
Highlights of Black history in the fire service
We honor the contributions of African American firefighters by building on the sacrifices and achievements of generations past. In the words of Liz R. Summers, an African American woman who joined the Atlanta Fire Department in 1977 and was eventually promoted to Battalion Chief:
I left a legacy. I paved the way for the other women, other minorities, not just women.
The present
There are an estimated 1,041,200 firefighters (364,300 career, 676,900 volunteer) in the United States; 8.4% of career firefighters are African American PDF.
When seen through the lens of the past, this represents significant forward motion. However, as we help fire departments achieve their full potential, we at the U.S. Fire Administration (USFA) believe that there is more work to be done to build a diverse, equitable and inclusive workforce.
[We] will provide a higher level of service to the communities we serve when the people of that department respect the culture, language and beliefs of the people within that community.
The future
We are committed to supporting and strengthening the fire and emergency medical services and stakeholders as they build on the past and embrace diversity, equity and inclusion to reach their full potential and realize a bright future.
The USFA is hopeful for a future in which a fire department's workforce reflects the community it serves and where all fire service leaders understand that a diverse, equitable and inclusive environment provides a fire department with the ability to:
Provide a higher level of service with personnel that better understand community needs.
Generate solutions to long-standing problems by exploring different perspectives and drawing on experience from various backgrounds.
Leverage more experiences and different ideas to be more flexible, proactive and better able to adjust to new challenges.
Professional development opportunities:
Managing Officer Program
Executive Fire Officer Program
National Fire Academy course catalog
Learn more: What it means to really commit to a diverse and inclusive fire department
Related podcasts
|
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|
https://www.fws.gov/history-of-fws
|
en
|
History of the U.S. Fish and Wildlife Service
|
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[] |
[] |
[
""
] | null |
[] | null |
en
|
/themes/custom/fws_gov/favicon.ico
|
FWS.gov
|
https://www.fws.gov/history-of-fws
|
1871
The U.S. Commission of Fish and Fisheries is created by Congress on February 9 and charged with studying and recommending solutions to the decline in food fishes and to promote fish culture. President Ulysses S. Grant appoints Spencer Fullerton Baird as the first commissioner. The U.S. Fish and Wildlife Service will eventually be established from this origin.
Within the year, Baird establishes the commission’s headquarters at Woods Hole on Cape Cod, Massachusetts where he and his small staff began studies of striped bass, bluefish, and other sport and commercial fish species in the area. By the end of the year, Baird issues the first of a continuing series of Commissioner's reports, 255 pages relating to the country's fish resources.
1872
The U.S. Commission of Fish and Fisheries begins fish culture development, leading to the creation of the National Fish Hatchery System. Today, the National Fish Hatchery System operates a network of 70 hatcheries, one historic hatchery, seven fish technology centers, and six fish health centers nationwide – all dedicated to improving, conserving, restoring, and enhancing fish and other aquatic resources.
1885
The Division of Entomology Section of Economic Ornithology is established in the Department of Agriculture. With Clinton Hart Merriam appointed its first chief, much of the Division's early work focuses on studying the positive effects of birds in controlling agricultural pests and defining the geographic distribution of animals and plants throughout the country. The Division later expands and is renamed the Bureau of Biological Survey. The Bureau will be the “wildlife origin” of the U.S. Fish and Wildlife Service in the next century.
1886
D.C. Booth Historic National Fish Hatchery is established in Spearfish, South Dakota. The hatchery is still in operation today and is now the home of the National Fish & Aquatic Conservation Archives, which houses 1.8 million archival records and 14,000 historic objects related to the history of the Service's fish and aquatic conservation efforts.
1888
Neosho National Fish Hatchery is established in Neosho Missouri. Today, Neosho is the oldest operating federal fish hatchery in the United States and one of 17 national fish hatcheries that are more than 100 years old. Neosho continues to play a key role in the restoration efforts of endangered aquatic species such as paddlefish, lake sturgeon, Topeka shiners, and pallid sturgeon.
1900
The Lacey Act becomes the first Federal law protecting wildlife, prohibiting the interstate shipment of illegally taken game and importation of injurious species.
1903
The first Federal Bird Reservation is established by President Theodore Roosevelt on Pelican Island, Florida (on ancestral lands of the Miccosukee Tribe) and placed under the jurisdiction of the Biological Survey. It is the first unit of what would become the National Wildlife Refuge System and the first of 53 wildlife sanctuaries Roosevelt would establish as president. From this origin, the U.S. Fish and Wildlife Services today manages 570 refuges and 38 wetland management districts on more than 150 million acres across the country.
1907
The New York Zoological Society ships 15 bison to live in the wild at Wichita Forest Reserve and Game Preserve in Oklahoma. The preserve, home of the Wichita people and later the Kiowa and Comanche tribes, is a precursor to present-day Wichita Mountains Wildlife Refuge. The transfer of bison becomes an important milestone in the nation’s efforts to save animals from extinction.
1913The Federal Migratory Bird Law (Weeks-McLean Law) becomes effective, prohibiting spring hunting and marketing of migratory birds and the importation of wild bird feathers for women’s fashion. It also gives the Secretary of Agriculture the power to set hunting seasons nationwide.1918The Migratory Bird Treaty Act is passed by Congress (replacing Weeks-McLean), implementing the Convention Between the United States and Great Britain (for Canada) for the Protection of Migratory Birds. The Act, a landmark in wildlife legislation, provides for the regulation of migratory bird hunting and it prohibits the take (including killing, capturing, selling, trading and transport) of protected migratory bird species without prior authorization by the Fish and Wildlife Service. The treaty has since been expanded to include Mexico, Japan and Russia.1929The Migratory Bird Conservation Act is passed, creating the Migratory Bird Conservation Commission to oversee acquisition of lands. The act states that refuges are to be managed as “inviolate” sanctuaries for migratory birds.
1933
Aldo Leopold writes Game Management, considered the “cornerstone” of conservation that creates the discipline of wildlife management.
1933 to 1941
With the cooperation of Congress, President Franklin D. Roosevelt establishes the Civilian Conservation Corps by executive order. Over the next eight years, amid the Great Depression and a drought that turned much of nation’s midsection into the Dust Bowl, thousands of CCC and Works Progress Administration workers improve habitat and build infrastructure at more than 50 national wildlife refuges. The workers included segregated African Americans and indigenous people.
1934
The original Fish and Wildlife Coordination Act authorizes the Secretaries of Agriculture and Commerce to “provide assistance to and cooperate with Federal and State agencies” on issues involving the protection and production of fish and wildlife.
The Migratory Bird Hunting Stamp Act, popularly known as the "Duck Stamp Act," is passed by Congress. The Act requires the purchase of a stamp.
Jay Norwood "Ding" Darling is appointed Chief of the Bureau of Biological Survey. Darling's brief 18-month tenure results in a new ambitious course for the agency to acquire and protect vital wetlands and other habitat throughout the country. Darling introduces and draws the first Duck Stamp and creates the blue goose symbol for the National Wildlife Refuge System.
Division of Game Management is created in the Bureau of Biological Survey for wildlife law enforcement.
1935
The Federal Power Act is enacted and requires the Federal Energy Regulatory Commission to accept the Bureau of Fisheries’ prescriptions for .
The Lacey Act is amended to prohibit foreign commerce in illegally taken wildlife.
1936
Rachel Carson is hired as a marine biologist by Bureau of Fisheries, rises to become chief editor of publications for USFWS and writes groundbreaking work “Silent Spring” in 1962.
1937
The Federal Aid in Wildlife Restoration (Pittman-Robertson) Act is passed by Congress to provide funding through excise taxes on firearms and ammunition to States to help restore and manage wild birds and mammals and their habitat and to educate hunters in safe, ethical hunting practices.
1939
The Bureaus of Fisheries and Biological Survey are moved to the Department of the Interior and the following year on June 30, 1940 are combined to create the U.S. Fish and Wildlife Service.
1970
The Bureau of Commercial Fisheries, an arm of the U.S. Fish and Wildlife Service, is transferred to the Department of Commerce and renamed the National Marine Fisheries Service.
The U.S. Fish and Wildlife Service establishes the National Eagle Repository based in Pocatello, Idaho to receive, store, and distribute parts from bald and golden eagles that have been found dead to Native Americans enrolled in federally recognized tribes for use in religious and cultural ceremonies.
Since 1995, the National Eagle Repository and National Wildlife Property Repository have been located at the Rocky Mountain Arsenal National Wildlife Refuge outside of Denver, Colorado.
1972
America’s first urban refuge established at John Heinz National Wildlife Refuge at Tinicum in Philadelphia.
The Environmental Protection Agency bans the use of DDT in the U.S. because of its potential danger to both people and to wildlife, including the bald eagle, peregrine falcon, and brown pelican.
The Marine Mammal Protection Act is enacted, prohibiting the take (i.e., hunting, killing, capture, and /or harassment) of marine mammals, and enacting a moratorium on the import, export, and sale of marine mammal parts and products.
1973
The Endangered Species Act is passed by Congress and signed by President Richard Nixon to protect endangered plants and animals. Building on legislation passed in 1966 and 1969, the new law expands and strengthens efforts to protect species domestically and internationally. The Service and the National Marine Fisheries Service assume responsibility for administering the Act.
1975
The Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) becomes effective with 80 countries participating. Currently, 183 nations participate in CITES.
1977
The first plant species are listed as endangered—the San Clemente Island Indian paintbrush, San Clemente Island larkspur, San Clemente Island broom, and San Clemente Island bush-mallow.
1978
The Service Fire Management program is formally established with a new Fire Management Branch at the Boise Interagency Fire Center (now known as the National Agency Fire Center) in Boise, Idaho, along with the headquarters of other federal agency fire programs. The Service adopts interagency standards for fire operations and qualifications. By the 1980s, the Service offers field training in basic fire suppression, fire behavior, and prescribed burning. Today, the program’s safety record is exemplary.
1980
Passage of the Alaska National Interest Lands Conservation Act, signed by President Jimmy Carter, dramatically expands the size of the National Wildlife Refuge System, adding nine new refuges, expanding seven existing refuges, adding more than 53 million acres of land, and designating numerous wilderness areas.
The Fish and Wildlife Conservation Act is enacted protecting non-game species.
1984
Congress passes the Wallop-Breaux Amendments to the Federal Aid in Sport Fish Restoration Act of 1950 (Dingell-Johnson), which combines and expands funding for sport fish restoration and boating safety programs. It established the Aquatic Resources Trust Fund that receives revenues from federal excise taxes levied on sport fishing equipment and estimated motorboat fuel sales, and import duties on fishing equipment, pleasure boats and yachts.
1986
The North American Waterfowl Management Plan is signed by the U.S. and Canada recognizing the importance of waterfowl and wetlands to North Americans and the need for international cooperation to restore waterfowl populations through habitat protection, restoration, and enhancement. With its update in 1994, Mexico became a signatory to the Plan.
1987
American alligators are determined to have recovered as a species and are removed from the endangered species list.
1989
Congress passes the North American Wetlands Conservation Act, in part, to support activities under the North American Waterfowl Management Plan.
The National Fish and Wildlife Forensics Laboratory is dedicated in Ashland, Oregon, providing expertise to assist in investigations ranging from species identification to technical assistance such as surveillance and photography. It is the only lab in the world dedicated to crimes against wildlife.
|
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dbpedia
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https://www.betterteam.com/firefighter-job-description
|
en
|
Firefighter Job Description
|
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] |
[] |
[] |
[
""
] | null |
[
"Paul Peters"
] |
2020-11-23T02:02:00-06:00
|
Learn about the key requirements, duties, responsibilities, and skills that should be in a firefighter job description.
|
en
|
https://www.betterteam.com/static/betterteam-favicon-20210216.ico
|
Betterteam
|
https://www.betterteam.com/firefighter-job-description
|
Firefighter Job Description Template:
We are on the hunt for an experienced firefighter to join our team of qualified professionals. Your central responsibility will be to extinguish fires, as well as respond to accidents and emergencies. Other duties may include delivering emergency medical care, performing property inspections, and participating in regular fire drills.
To exceed in this challenging role, all candidates should have the desire to help others, as saving lives and protecting property is a vital part of the job. In addition to being an excellent problem-solver, the successful candidate will also demonstrate outstanding stamina and physical health.
Responsibilities:
Inspect and implement health and safety regulations in commercial and residential properties.
Coordinate with local police and ambulance service departments.
Monitor and maintain vehicles, equipment, hydrants, and water supplies.
Manage and extinguish forest or building fires.
Analyze scenes of fire or accidents to identify possible causes.
Remove debris and burned items from fire scenes.
Prepare detailed incident reports and submit them to management.
Participate in regular fire drills.
Assist with the promotion of fire safety by attending talks, seminars, and training sessions.
Requirements:
|
||||
3740
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dbpedia
|
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| 22
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https://www.cityofpaloalto.org/Departments/Fire
|
en
|
[] |
[] |
[] |
[
""
] | null |
[] | null | null | ||||||||||
3740
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dbpedia
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https://www.firerescue1.com/fire-careers/articles/what-are-the-firefighter-ranks-hvwaU0z1FF6xkIE8/
|
en
|
What are the firefighter ranks?
|
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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
|
/apple-touch-icon.png
|
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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Effective date: December 04, 2023
NEOGOV PRIVACY POLICY
Contents
1.Introduction; Scope of this Policy.
2.Where We Are a Service Provider.
3.Personal Data We Collect About You and Why.
4.Cookies and Similar Tracking Technologies.
5.Online Analytics and Advertising.
6.Information We Disclose.
7.International Users.
8.Your Data Rights and Choices.
9.Notice to California Residents.
10.Your Rights and Control under EU GDPR.
11.Data Security and Integrity.
12.Retention and Removal.
13.Right to Revise.
14.Contact Details.
15.Privacy Contacts.
Where We Are a Service Provider
Our Customers are organizations such as federal, state, local, tribal, or other municipal government agencies (including administrative agencies, departments, and offices thereof), private businesses, and educational institutions (including without limitation K-12 schools, colleges, universities, and vocational schools), who use our Services to evaluate job applicants and/or manage their relationship with their personnel. When we provide our Services to our Customers, the Customer generally controls and manages the personal data (which may include sensitive personal data such as biometric information for timeclock tracking, your precise geolocation information, health information, and demographic information like race and ethnicity related to the employment relationship), and we process personal data as a "data processor" or "service provider" (as these terms are defined in applicable data protection laws). Our legal obligations as a processor and service provider are set out in our Customer contracts and policies. Our Customers, and not us, decide what types of personal data to collect to manage their relationships with you.
For instance, if you apply to a job or your employer utilizes our Services to manage their relationship with you, the personal data collected about you is generally controlled by the employer (our Customer). This Policy does not describe the processing of your personal data by our Customers, and we encourage you to visit the Customer’s privacy policy for information about their privacy practices. For example, if you applied to a job at a local state agency, you should contact that agency with any questions you may have relating to the personal data processing by that state agency within our Services.
Where we serve as a data processor or service provider, our Customer contracts and policies require us to either instruct you to contact our Customer, or redirect your inquiry to our Customer.
Personal Data We Collect About You and Why.
In this Section we set out general categories of personal data we may collect and the purpose for using your personal data, including the personal data collected and processed over the past year. We collect and process personal data to provide you the Services, fulfill our contractual responsibility to deliver the Services to our Customers, fulfill your requests, and pursue our legitimate interests and our business and commercial purposes. We also automatically collect data during your usage of the Services and collect other personal data about you from other sources. Your personal data will only be collected and used for purposes stated herein, where you provide additional consent, or as required by law or regulation - including national security or law enforcement requirements.
Information Provided by You.
We collect personal data from you directly when you visit our Services from either your computer, mobile phone, or other device, attend one our events, or communicate with our personnel. The categories of personal data we collect from you, involve the following:
Types of Personal Data Why the Personal Data is collected Identification, account, and contact data, including your name, username and password, professional or personal email address, professional or personal telephone phone number, and account preferences.
Create your account, perform and manage our relationship with you and our Customers, and facilitate the relationship between you and our Customers for their hiring and employment purposes.
Communicate with you and send you information as part of the Services regarding your questions, comments, requests for information, contests you entered into, upcoming events, newsletters and surveys, technical notices, security alerts, statements and invoices, support and administrative messages, significant updates to the Services or policies, as well as relevant notifications regarding your account.
Notify you about our Services and events that we believe will interest you, for our legitimate interests in conducting direct marketing, or to the extent you’ve provided your consent. If you purchased or sent us an inquiry regarding our Services, we may send you information about similar Service you may be interested in. To learn how to manage these communications, see the “Your Data Rights and Choices” section of this Policy.
Provide support services, answer your requests, comments, and questions, troubleshoot, and diagnose problems with our Services.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
Profile and employment data including your name, professional or personal postal address, professional or personal e-mail or telephone number, employer name and general location, job title or area of expertise, work experience and performance data, search history, job interest cards, education history, skills, certificates, and licenses.
Perform and manage our relationship with you and our Customers, and facilitate the relationship between you and our Customers for their hiring and employment purposes.
Provide you personalized recommendations of content, features, and Services, including to enable you to search and apply for jobs, match you with employers and job listings, help our Customers find and contact you, and display targeted notices and messages from our Customers.
Make improvements, enhancements, or modifications to the Services through data analysis and research of usage trends, and feedback sessions.
Conduct research on social, economic, and sectoral employment and hiring trends.
Provide support services, answer your requests, comments, and questions, troubleshoot, and diagnose problems with our Services.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
Communications and publication data including communication content within emails, phone and other voice recordings, online forms, chats, forums including our Customer Community, date and time of the communication, and the communication method.
Make improvements, enhancements, or modifications to the Services based on your feedback collected through feedback sessions or content you post within our Services or the Customer Community about your experience using our Services.
Determine Services, events, newsletters, or contests that we believe will interest you and notify you.
Provide support services, answer your requests, comments, and questions, troubleshoot, and diagnose problems with our Services.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
Contact preferences data including marketing content preferences, and the status of whether you opted-out of our marketing notices.
Manage and track your preferences for communications you receive from us, identify trends in the interactions with our Services, and measure the performance of our communications.
Make your profile viewable to employers, depending on your settings.
Transaction and billing data including the Service purchased, billing details, financial data corresponding to your selected method of payment (e.g. a credit card or a bank account number), which is collected by third-party payment processors on our or our customer's behalf.
To facilitate your payment and billing for Services, facilitate payroll and tax Services for our Customers, and detect and prevent fraud.
You may voluntarily submit other personal data to us through our Services that we do not request and are not required for the relevant data processing activity.
Information Collected Automatically.
With the help of our Service Providers, we may also automatically collect personal data about you and your device and how you interact with our Services. Categories of personal data collected automatically include the following:
Types of Personal Data Why the Personal Data is collected
Usage data including Services you purchase, IP address, webpages visited, what you click on, features you use, how often and when you use the Services (including the date and time of your access or use), general location of usage, jobs performed, Service configurations, browser type and version, browser language, internet service provider, domain name, error logs, e-mails you view, and the subject of the ads you click or scroll over; and,
Device data including device address or other unique device identifying numbers, type of device, software and hardware attributes, your operating system, system and performance data, and mobile application permissions including cellular data, general geolocation, access to photos, camera, calendars, and reminders.
Perform and manage our relationship with you and our Customers, and facilitate the relationship between you and our Customers for their hiring and employment purposes.
Track your preferences and provide you personalized recommendations of content, features, and Services.
Make improvements, enhancements, or modifications to the Services.
Produce De-Identified Platform Data and conduct research on social, economic, and sectoral employment and hiring trends.
If our Customer utilizes our mobile application or our time and attendance services where you clock in and out of your job, we may collect data based off your fingerprint or facial ID. For more information regarding our use of Biometric data, please see our Biometric Data Notice.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
General Location data including your device’s location through data that indicates a country, state, city or postal code, and in certain instances, by tracking the latitude and longitude of your IP address, Wi-Fi address, or device.
Where one of our Customers utilizes our time clock features and you use it to punch in and out of your work shifts.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
Log and other automatic data collection including data about the nature of each access, IP address, ISP, files viewed, content changes in certain cases, operating systems, device type and timestamps, pages you view, links you click, touch stream data, movement, scroll, keystroke activity, browser type, access times, and third-party sites and services you were using before and after interacting with our Services.
Track your preferences and provide you personalized recommendations of content, features, and Services.
Make improvements, enhancements, or modifications to the Services.
Ensure you can use our Services in conjunction with other services and facilitate your use of integrations.
Produce De-Identified Platform Data and conduct research on social, economic, and sectoral employment and hiring trends.
Verify your identity, respond to legal requests, enforce our legal agreements where applicable, prevent fraud or potentially illegal activities, maintain security, and screen for and prevent undesirable or abusive activity.
Cookies, pixel tags (“web beacons”), HTML Storage Objects, web tags, and embedded scripts within our communications and on our Services to collect data related to usage, location, device and logs.
Among other reasons, we use various cookies and other tracking technologies to provide our Services, authenticate users when visiting our Services, for security purposes (e.g., to prevent fraudulent use of the Services and protect our Services generally), track your preferences, provide personalized recommendations of content, features, and Services, deliver more relevant ads to you as you browse the web, including ads on websites and applications other than on our Services, and help us understand how our websites and communications are being used. For more information on Cookies see the “Cookies and similar Tracking Technologies; “Do Not Track” section immediately below.
Cookies and Similar Tracking Technologies
We and our service providers may use a variety of technologies to collect information about your device and use of our Services as discussed immediately above. Most web browsers can be programmed to accept or reject the use of some or all of these technologies, although you must take additional steps to disable or control other technologies. Among these technologies include:
A cookie is a file containing an identifier (a string of letters and numbers) that is sent by a web server to a web browser and is stored by the browser and device you use to access our Services. The identifier is then sent back to the server each time the browser requests a page from the server. Cookies may be either “persistent” cookies or “session” cookies. A persistent cookie will be stored by a web browser and will remain valid until its set expiry date, unless deleted by the user before the expiry date; a session cookie, on the other hand, will expire at the end of the user session, when the web browser is closed.
A web beacon (also called a web bug or clear GIF) is a graphic on a webpage or in an email message that is designed to monitor who is reading the page or message. Web beacons are often invisible because they are typically only 1-by-1 pixel in size. Web beacons are often used alongside cookies to track activity. Web beacons may be used to add data to a profile about a site visited, provide an independent accounting of how many people have visited a website, gather statistics about usage, among other things.
HTML Storage Objects are program code that collects data about your activity on our Services. The HTML is temporarily downloaded onto your device while you are connected to our Services.
Please note that you can change your settings to notify you when a cookie is being set or updated, or to block cookies altogether. Please consult the "Help" section of your browser for more information (e.g., Microsoft Edge, Google Chrome, Mozilla Firefox, or Apple Safari). By blocking any or all cookies, you may not have access to certain features or offerings of the Services.
Online Analytics and Advertising
Online Analytics
We may use third-party web analytics services on our Services, such as those of Google Analytics, Hubspot, LinkedIn, Hotjar, and others. These service providers use the sort of technology previously described in the “Personal Data We Collect About You and Why” section to help us analyze how users use the Services, including by noting the third-party website from which you arrive. The information collected by the technology will be disclosed to or collected directly by these service providers, who use the information to evaluate your use of the Services. We also use Google Analytics for certain purposes related to advertising, as described in the following section. To prevent Google Analytics from using your information for analytics, you may install the Google Analytics Opt-out Browser Add-on by clicking here.
Tailored Online Advertising
We may personalize the content and advertising that you see when using the Services through the use of third-party advertising technologies that allow for the delivery of relevant content and advertising on the Services, as well as other websites you visit and other applications you use. These third-party advertising technologies may include Google Ads, DoubleClick, Twitter, AddThis, ShareThis, and others. The ads may be based on various factors such as the content of the page you are visiting, information you provide such as your age and gender, your searches, demographic data, and other information we collect from you. These ads may be based on your current activity or your activity over time and may be tailored to your interests.
We neither have access to, nor does this Policy govern, the use of cookies or other tracking technologies that may be placed on your computer, mobile phone, or other device you use to access the Services by non-affiliated, third-party ad technology, ad servers, ad networks or any other non-affiliated third parties. Those parties that use these technologies may offer you a way to opt out of ad targeting as described below. If you are interested in more information about tailored browser advertising and how you can generally control cookies from being put on your computer to deliver tailored advertising, you may visit the Network Advertising Initiative’s Consumer Opt-Out link or the Digital Advertising Alliance’s Consumer Opt-Out link to opt-out of receiving tailored advertising from companies that participate in those programs. You can also use the options below in the "Rights Regarding Your Information" section below.
Please note that you may still receive advertisements even if you opt out of tailored advertising. In that case, the ads will just not be tailored. Also, we do not control any of the above opt-out links and are not responsible for any choices you make using these mechanisms or the continued availability or accuracy of these mechanisms.
Information from Other Sources
We also receive your personal data described in this Policy from third party sources, including from your employer (our Customer), third party companies from which we purchase personal data, partners (including but not limited to partners listed on our Marketplace), accreditation agencies, and co-organizers and sponsors for our events and webinars.
Partners. We collect and use personal data originally collected by partners for joint product and marketing opportunities. For example, we receive profile data about the status of background checks and assessments you participate in, updates from payment processors regarding your purchases, receipts and analytics for text communications and emails you send and receive, or other profile data from integrated systems employers choose to connect with our Services. If you sign into our Services with Facebook or other single sign on services, we import the requested data from your account.
Data brokers. We purchase additional contact data to supplement and correct the contact and employment data we collect, including your name, professional or personal email address, professional or personal telephone phone number, employer name and location, job title or area of expertise.
Public sources. We collect personal data from publicly accessible websites and government sources, including your name, email address, and other profile data such as job title, employer name, and professional expertise.
We combine personal data about you from your use of the Services with other personal data we obtain about you from third parties and use such information in accordance with this Policy.
If you believe that your personal data was improperly collected or provided to use by one of the sources described above, please contact us at privacy@neogov.com.
Information Collected When Using the PowerLine Application
The PowerLine Application (“App”) is an app designed to help maximize your mental wellbeing by providing information and connecting you with others that have had similar life experiences. If your employer has sponsored your access to our App, we will collect the minimum personal information necessary to set up your access to the App (name, email address). Your interactions on the App will be anonymous with respect to other users, as other users will only know you by an anonymous identifier. Be careful what you share with others through the App, especially regarding your personal data.
As you use the App, we collect information only insofar as is necessary or appropriate to fulfill the purpose of your interaction with the App. We may collect the following types of usage data when you use the App:
Measurement data produced by the Apps. We may collect the Apps version, device hardware model, device operating system (OS) version, language and region settings, or timestamp.
Apps crash reports. When the App crashes, we may collect information relating to the crash including device state, device hardware model, device OS version, and software processes that triggered the crash.
Apps usage and interactions. We may collect statistics about the behavior of users of the App to understand how they interact with the App and for error reporting.
Information We Disclose.
We disclose personal data with other parties for the purposes stated herein or as required by law. The following lists the categories of entities we’ve disclosed personal data with, including over the past year.
To Customers.
We disclose personal data to our Customers (your current or potential employer) that utilize our services. For instance, if you are a job applicant and you respond to a job posting, we will disclose your personal data to the employer in order to facilitate the job search and hiring process. If your current or former employer uses one of our Services, personal data you input into those Services is accessible by that employer’s end users - subject to the security and access controls set up by the employer. In addition, if you sign up for an Access membership, we may disclose your personal data with Customers and their designated agents for recruitment purposes. You may cancel your Access membership at any time.
To Service Providers.
We disclose personal data to services providers to provide services on our behalf. For instance, we use service providers to facilitate our support services, data security, email, web hosting, research and analytics, data enrichment services, deliver and help us track our marketing and advertising content, process credit card payments, deliver payroll processing and disbursements, coordinate our customer conferences, and manage our sales and customer relations.
Research and Event Partners/Sponsors
We work with other entities to perform research, under controls that are designed to protect your privacy. We publish or allow others to publish insights, presented as either aggregated, anonymized, de-identified, or non-personal data.
If you download or access content on our Services or attend an event or webinar we host or co-host, we may disclose your personal data to sponsors of the event or webinar. The sponsor may also be a controller of your personal data in this instance, and processing of your personal data will be subject to the sponsors’ privacy statements as well.
To Advertising Partners
As explained in detail above in the "Online Analytics and Advertising" section, we may disclose your information to third parties that assist in tailoring and serving advertisements that are relevant to you. We may also allow third-party advertising technologies (e.g., ad networks and ad servers) to use cookies and similar technologies on the Services to deliver relevant and targeted content and advertising to you on the Services and other websites you visit and applications you use.
To other parties when you give your consent.
We may also disclose personal data where you provide your consent or post your personal data publicly. Where required by law, additional consent is obtained before personal data is transferred to us or forwarded to other parties. For example, we disclose personal data with background check providers if a job applicant consents and we are instructed to do so by our Customers.
During your use of the Services, you may have the opportunity to visit or link to other websites, including websites by third parties unaffiliated with us. We have no relationship or control over unaffiliated websites. These websites might collect personal data about you, and you should review the privacy policies of such other websites to see how they treat your personal data.
To other third parties where required by law.
We also disclose personal data or data in order to meet any applicable law, regulation, legal process or enforceable governmental request, investigate violations and enforce policies (including our Terms of Service, this Policy and other contracts with you), detect, prevent, or otherwise address fraud, protect against harm to the rights, property or safety of our users or the public, protect your vital interests or the vital interests of another natural person; and where disclosure is necessary for establishment, exercise or defense of legal claims or where there is reasonable belief that disclosure is required by law or regulations
Mergers, Acquisitions, Dissolutions, Affiliates.
We may transfer or disclose personal data to another entity who acquires or may acquire any or all of our business units, whether such acquisition is by way of merger, consolidation or purchase of all or a substantial portion of our assets, or bankruptcy. We disclose personal data to our affiliates with our Customers’ consent in order to facilitate any Service transition or implementation services.
International Users
Please be aware that we are based in the United States and the information we collect will be transferred to, processed, and stored on our servers in the United States in accordance with this Privacy Policy and applicable laws. The data protection laws and regulations applicable to your information transferred to the United States may be different from the laws in your country of residence. We take appropriate steps to protect, process, and transfer your information only in accordance with this Privacy Policy and applicable law, which may include using standard contractual clauses or other transfer mechanisms.
Your Data Rights and Choices
Marketing Communications
In accordance with applicable law, we may send you marketing and promotional emails. If you would like to opt out of email marketing, notify us at privacy@neogov.com or follow the unsubscribe instructions in the email. Please note that even though you may opt-out of receiving marketing-related communications from us, we may still send you important administrative and transactional messages (e.g., notifications regarding updates to our legal terms).
Rights Regarding Your Information
Depending on your jurisdiction, you may have the right, in accordance with applicable data protection laws, to make requests related to your “personal information” or “personal data” (as such terms are defined under applicable law, and collectively referred to herein as “personal information”). Specifically, you may have the right to ask us to:
Inform you about the categories of personal information we collect or disclose about you; the categories of sources of such information; the business or commercial purpose for collecting your personal information; and the categories of third parties with whom we disclose personal information.
Provide you access to and/or a copy of certain personal information we hold about you.
Correct or update personal information we hold about you.
Delete certain personal information we have about you.
Provide you with information about the financial incentives that we offer to you, if any.
Restrict or object to certain uses of your information.
Opt you out of the processing of your personal information for purposes of profiling in furtherance of decisions that produce legal or similarly significant effects, if applicable.
Please note that certain information may be exempt from such requests under applicable law. For example, we need certain information in order to provide the Services to you.
You may also have the right to opt out of “sales” of your information and “sharing/processing of your information for targeted advertising” as described below. If you are a California resident, please see the “Notice to California Residents” section below for more information about our privacy practices and your rights.
As provided in applicable law, you also have the right to not be discriminated against for exercising your rights. Please note that certain information may be exempt from such requests under applicable law. For example, we need to retain certain information in order to provide our services to you. We also need to take reasonable steps to verify your identity before responding to a request, which may include, at a minimum, depending on the sensitivity of the information you are requesting and the type of request you are making, verifying your name and email address. If we are unable to verify your identity, we may be unable to respond to your requests.
To exercise any of these rights, you can contact us at privacy@neogov.com with your name and type of request you are making, you can also send your request by clicking here:
You may be able to designate an authorized agent to make requests on your behalf. In order for an authorized agent to be verified, you must provide the authorized agent with signed, written permission to make such requests or a power of attorney. We may also follow up with you to verify your identity before processing the authorized agent’s request as permitted by applicable law.
Depending on applicable law, you may have the right to appeal our decision to deny your request, if applicable. We will provide information about how to exercise that right in our response denying the request. You also have the right to lodge a complaint with a supervisory authority.
Notice of Right to Opt Out of Sales of Personal Information and Processing/Sharing of Personal Information for Targeted Advertising Purposes
If you are a resident of certain U.S. states, you may also have the right to opt out of “sales” of your information and “sharing/processing of your information for targeted advertising.”
As explained in the “When We Disclose Your Information” and "Online Analytics and Advertising" sections above, we sometimes disclose information to third-party advertising providers for targeted advertising purposes or use advertising analytics partners to assist us in analyzing use of our services and our user/customer base. Under applicable law, the disclosure of your personal information to these third parties to assist us in providing these services may be considered a “sale” of personal information or the processing/sharing of personal information for targeted advertising purposes.
If you would like to opt out of the disclosure of your personal information for purposes that could be considered “sales” for those third parties' own commercial purposes, or “sharing” or processing for purposes of targeted advertising, please visit "Your Privacy Choices" which is available in the footer of our Services. Note that you will need to opt out on each device you use to access the Services.
Please note that we do not knowingly sell the personal information of minors under 16 years of age.
Notice to California Residents
If you are a California resident, the California Consumer Privacy Act, as amended (“CCPA”), requires us to provide you with the following additional information about: (1) the purpose for which we use each category of “personal information” (as defined in the CCPA) we collect; and (2) the categories of third parties to which we (a) disclose such personal information for a business purpose, (b) “share” personal information for “cross-context behavioral advertising,” and/or (c) “sell” such personal information.
Under the CCPA, “sharing” is defined as the targeting of advertising to a consumer based on that consumer’s personal information obtained from the consumer’s activity across websites, and “selling” is defined as the disclosure of personal information to third parties in exchange for monetary or other valuable consideration. Our use of third-party analytics services and online advertising services as discussed in detail in our Privacy Policy may result in the sharing of online identifiers (e.g., cookie data, IP addresses, device identifiers, and usage information) in a way that may be considered a “sale” under the CCPA. The following chart details our practices in this regard.
For more information about each category, purpose of use, and the third parties to which we disclose or share information, please see the “Personal Data We Collect About You and Why” and “Information We Disclose” sections above.
Your Choices Regarding “Sharing” and “Selling”
You have the right to opt out of our sale/sharing of your personal information for purposes of certain online analytics and advertising by visiting "Your Privacy Choices” which is available in the footer of our Services. Note that you will need to opt out on each device you use to access the Services.
If you have a legally-recognized browser-based opt out preference signal turned on via your device browser, we recognize such preference in accordance with applicable law.
Additional California Privacy Rights
In addition to the rights set forth in the section above on “Your Choices Regarding ‘Sharing’ and ‘Selling,’” California residents may make certain requests about their personal information under the CCPA as set forth in the section above in our Privacy Policy on “Rights Regarding Your Information.”
The CCPA also allows you to limit the use or disclosure of your “sensitive personal information” (as defined in the CCPA) if your sensitive personal information is used for certain purposes. Please note, in the limited circumstances that we process sensitive personal information (such as health information, ethnicity, and biometric information) as defined in the CCPA, we do not use or disclose it other than for disclosed and permitted business purposes for which there is not a right to limit under the CCPA.
Shine the Light
California Law permits customers who are California residents to request certain information once per year regarding our disclosure of “personal information” (as that term is defined under applicable California law) to third parties for such third parties’ direct marketing purposes. To make such a request, please email us at privacy@neogov.com.
Do Not Track
Do Not Track (“DNT”) is a privacy preference that users can set in certain web browsers. DNT is a way for users to inform websites and services that they do not want certain information about their webpage visits collected over time and across websites or online services. Except as otherwise described herein with respect to legally required browser based opt outs, we do not recognize or respond to browser-initiated DNT signals, as there is no industry-wide framework for DNT signals. To learn more about Do Not Track, you can do so here.
Your Rights and Control under EU GDPR.
Data Controllers and Processors.
Our Customers use our Services to post job opportunities, evaluate job applicants, manage their human resource activities, and train their workforce. In conducting these activities, the Customer maintains control over what personal data is collected, how it is used, how long it is retained, and who it is disclosed to. For purposes of the EU GDPR, the Customer is considered a data controller in these respects and we are a data processor. In other instances, such as when we use cookies or contact you about our Services, we will determine the means and purpose of processing.
Lawful Basis for Processing.
For personal data subject to the European Union General Data Protection Regulation and ePrivacy Directive, we rely on multiple legal bases for processing, including:
Consent. In certain cases, we ask you for your consent to process your personal data, for instance, for certain marketing purposes. You can withdraw your consent at any time; however, this will not affect the lawfulness of the processing before your consent was withdrawn. You can withdraw your consent by using the prompts within the messages you receive, the settings within your account, or by contacting our support using any of the privacy support emails listed at the end of this Policy.
Legitimate Interest. We process certain personal data for our legitimate interests. These legitimate interests include contacting you to provide support or sending you marketing information (subject to applicable law); detecting, preventing, and investigating illegal activities and potential security issues; and maintaining and improving our Services. We will balance our interests, the purpose and necessity of processing, and the rights and risks to you before we process for legitimate interests.
Performance of a Contract We process personal data to perform our obligations under an agreement with you or our Customers. For example, we use payment information you provide when you purchase a Service.
Other Legal Bases. In some cases, we may have a legal obligation to process your personal data, such as in response to a court or regulator order. We also may need to process your personal data to protect vital interests, or to exercise, establish, or defend legal claims.
Automated Decision Making and Profiling.
We use an automated chat bot within some of our Services to screen your requests and questions. The purpose of the automated chat bot is to fulfill frequently asked questions provided by our users, tag the requests and questions to route to our most appropriate contact, and improve our responses and Services. The chat bot is not fully automated and will not have a legal or significant impact on you.
Data Security and Integrity.
We implement physical, technical, and administrative safeguards designed to maintain data accuracy, integrity, and security, prevent unauthorized access, and facilitate correct use of personal data. Our security measures take into account the risk of harm to you and Customers, as well as the availability of technology, industry common practices, effectiveness of mitigation controls, and the sustainability of those controls by us.
Although we maintain the controls listed herein, transmission of data is not without risk and the complete security of your personal data cannot be guaranteed. Please note, you are responsible for keeping your login credentials secret at all times, including your username and password.
Retention and Removal.
For personal data we determine the purposes for and means by which it is processed, such personal data will not be kept for longer than necessary for the original purpose of collection, when no longer relevant, or upon permissible request. When the original purpose no longer exists, we will either delete or de-identify it (subject to applicable law) or, if this is not possible, we will securely store your personal data until deletion is possible. Your personal data will be appropriately disposed in a manner designed to ensure it cannot be reconstructed or read. If you are a job applicant, after your account has been closed, we may retain De-Identified Platform Data as permitted by law.
Where our Customer is the controller of your personal data, our retention policies and procedures are designed to allow Customers to comply with their own record retention requirements. If you are a job applicant that deletes your profile with us, your personal data will be removed or de-identified with our job applicant database; however, your data may persist within the applications you previously submit to our Customers until Customer disposal. Job applicants should contact the Customer they sent the application to if they seek enforcement of eligible data rights in that application.
Right to Revise.
We reserve the right to revise our Policy to reflect changes in our online information practices or to comply with the law by publishing a new version on our website. In circumstances where we materially change this Policy, we will provide you with appropriate notice in accordance with legal requirements. By continuing to access and use the Services, you are confirming that you have read and understood the latest version of this Policy.
Contact Details.
This website is owned and operated by Governmentjobs.com, Inc. (DBA “NEOGOV”). Our principal place of business is at 2120 Park Place, Suite 100, El Segundo, CA 90245, United States. You can contact us by email, telephone, or regular mail using the contact information listed herein.
Privacy Contacts.
If at any time you have questions or concerns about this Policy, please feel free to call us at (877) 204-4442 or e-mail us at privacy@neogov.com.
You can also contact our data protection manager at dpo@neogov.com.
Users who have a visual disability may be able to use a screen reader or other text-to-speech tool to review the contents of this Policy. If you experience any difficulties assessing the information here or you wish to obtain a copy of this Policy, please contact us using the details above.
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https://en.wikipedia.org/wiki/Fire_department
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en
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Fire department
|
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2003-02-27T03:10:57+00:00
|
en
|
/static/apple-touch/wikipedia.png
|
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://www.frsdevelopment.com/articles/firefighter/core-values-fire-and-rescue-service/
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en
|
What are the Core Values of the Fire and Rescue Service?
|
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[] |
[] |
[
""
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"FRS Team"
] |
2022-02-28T14:55:22+00:00
|
Do you know the core values of the Fire and Rescue Service in the UK? If you're applying for a Firefighter job, you need to be aware of them!
|
en
|
FRS Development
|
https://www.frsdevelopment.com/articles/firefighter/core-values-fire-and-rescue-service/
|
If you’re applying for a firefighter position, you’ll need to be aware of the core values of the Fire and Rescue Service in the UK.
These may be slightly differently worded from FRS to FRS – after all, every area’s recruitment process is slightly different. However, there is a Core Code of Ethics which was created to help every member of the UK Fire and Rescue Service to act in the right way.
Firefighters make many challenging decisions every day as part of their job. The Core Code of Ethics is a clear set of principles for UK firefighters to base their behaviour on.
The Core Code was designed to help Firefighters serve their communities in the best way possible, and also to make FRSs even better places to work. It encourages people to display, and recognise, good behaviours, and to challenge conduct that goes against the Code.
The Five Ethical Principles
The Code sets out five ethical principles. These are the foundation for promoting good behaviour, and challenging inappropriate behaviour.
These ethical principles have been created specifically for UK Fire and Rescue Services, in a collaboration by the NFCC (National Fire Chiefs Council), the Local Government Association, and the Association of Police and Crime Commissioners.
These are:
Other Important Core Values in the Fire and Rescue Service
Teamwork is often mentioned within the core values of individual FRSs. It’s recognised as a universal quality, and an important value for both operational and non-operational staff. Effective inter-departmental communication and cooperation, as well as collaboration with other emergency services and agencies, helps the UK FRS to provide the best service possible to the public.
A commitment to personal development is another important value expected of firefighters. This is related closely to accountability, and involves accepting responsibility for personal performance, having an open mind, considering constructive criticism thoughtfully, and consulting others when appropriate. It also means striving for excellence in whatever you do, be this training, career development or simply your day-to-day duties.
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https://www.vaco.org/county-connections/osha-proposes-new-emergency-response-standard-for-fire-brigades-that-creates-potential-unfunded-mandates/
|
en
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OSHA Proposes New Emergency Response Standard for Fire Brigades that Creates Potential Unfunded Mandates
|
[
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"https://www.vaco.org/wp-content/uploads/vaco-logo.png"
] |
[] |
[] |
[
""
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[
"Gage Harter"
] |
2024-07-05T12:55:36+00:00
|
The Occupational Safety and Health Administration (OSHA) is proposing a rule to modernize protections for emergency response workers, who often face substantial occupational hazards. This long-developed proposal, officially published in the Federal Register on February 5, 2024, though laudable in its intent, poses potential challenges for local fire organizations and local governments if implemented in its […]
|
en
|
Virginia Association of Counties
|
https://www.vaco.org/county-connections/osha-proposes-new-emergency-response-standard-for-fire-brigades-that-creates-potential-unfunded-mandates/
|
The Occupational Safety and Health Administration (OSHA) is proposing a rule to modernize protections for emergency response workers, who often face substantial occupational hazards. This long-developed proposal, officially published in the Federal Register on February 5, 2024, though laudable in its intent, poses potential challenges for local fire organizations and local governments if implemented in its current form.
OSHA’s current Fire Brigades standard, 29 CFR 1910.156, provides protection specifically to industrial or private firefighters but no other types of emergency responders. It was published in 1980 and has not been updated with subsequent improvements in personal protective clothing and equipment or advances in safety and health practices. OSHA proposes to replace the existing 29 CFR 1910.156 with the new Emergency Response standard. By expanding on existing standards and potentially applying them to volunteer firefighters, OSHA could impose additional burdens on local governments already struggling to recruit and retain salaried and volunteer firefighters to provide fire protection to their communities. This is especially true of Virginia, where approximately 71% of firefighters are volunteers. The National Volunteer Fire Council elaborates on potential impacts to volunteer fire departments further here.
According to groups like the National League of Cities, recent discussions surrounding the proposed Emergency Response Standard have shed light on significant financial challenges facing local fire departments. These include but are not limited to: potential increases in training and certification requirements for firefighters and officers, additional administrative tasks and documentation requirements, the need to budget for the purchase, maintenance, and replacement of firefighting apparatus, including personal protective equipment (PPE) and communication systems, infrastructure upgrades or modifications to fire department facilities, and additional liability and compliance issues.
As previously reported, local governments across the Commonwealth are struggling to maintain necessary fire services in a time of increased call volume, level state funding, and declining volunteerism. If the proposed rule goes through in its current form, it will pose yet one more challenge to local governments in the form of an unfunded mandate.
The public comment period is open until July 22. VACo intends to submit public comments and will share these with our members. However, if you wish to submit your own public comments, you may do so here.
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https://www.london-fire.gov.uk/about-us/what-we-do/whats-important-to-us/
|
en
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What's important to us?
|
[
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""
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London Fire Brigade has an important role to play in making London the safest global city – here's what we see as our key priorities.
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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/whats-important-to-us/
|
Our mission and vision
London Fire Brigade is here to help make London the safest global city. Our vision is to be a world class fire and rescue service for London, Londoners and visitors. A number of factors are important to us and they influence how the Brigade will meet the challenges of making London a safer place to live, work and visit.
How does that work in practice?
London Fire Brigade’s main role as a fire and rescue service is to make London the safest global city. This means working to make sure London has the lowest number of fires, and fewer injuries and deaths caused by fire. The Brigade can do this by influencing safety in the ‘built environment’ – buildings, roads, transport systems and so on – and through education and regulation.
London Fire Brigade is a trusted partner, helping to create a safer, healthier London by working with local communities to promote healthier lifestyles. The Brigade raises awareness of safety and wellbeing considerations in a whole range of activities, from water safety and road safety, through to caring for the most vulnerable residents & educating and informing tomorrow’s young Londoners.
London Fire Brigade will maximise what it can do by working with individuals and businesses to help them identify what they can do for themselves to ensure their own safety and the safety of others. And the Brigade will continue to provide services to meet the needs of all communities.
In addition to the aims of reducing the risk of fire and the risk from fire, the London Fire Brigade will also deliver a wide range of services, information and advice together with emergency partners to contribute to:
The lowest numbers of deaths and injuries from road traffic collisions
The highest survival rates in cardiac arrests in the world
The lowest levels of crime and disorder
Did you know?
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https://www.firerescue1.com/fire-department-management
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Fire Department Management
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FireRescue1
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https://www.firerescue1.com/fire-department-management
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Practice self-care and do the work on the front end so you have more to give on the back end
The Austin Firefighters Association is pushing for changes in staffing and additional resources to deal with stress after the deaths of fellow firefighters
Congressman Nick Langworthy said the proposed standards will put many volunteer fire departments out of business
The DNC workload underscores the need for 20 more ambulances and additional paramedics to ease the burden on current staff, the union said
Let’s take a beat before panicking over the proposed changes to the Fire Brigade Standard
Firefighters are too often blindsided by the amount of administrative work as they move up the ranks
Ahead of its launch, learn how the new NERIS system will be implemented, what new data it will collect and how departments will benefit
|
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dbpedia
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| 14
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https://www.fforce.com/blogs/articles/the-role-of-firefighters-in-our-communities
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en
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The Role of Firefighters in Our Communities
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http://www.fforce.com/cdn/shop/articles/corey-willett-MTaLM4A-VEo-unsplash_1024x1024.jpg?v=1702916910
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2023-12-18T16:32:49+00:00
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Firefighters play a crucial role in our communities, serving as first responders, community helpers, and educators. They are the brave men and women who put their lives on the line to protect us from fires and other emergencies. In this article, we will explore the various aspects of a firefighter's role, from their da
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en
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Fire Force
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https://www.fforce.com/blogs/articles/the-role-of-firefighters-in-our-communities
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Firefighters play a crucial role in our communities, serving as first responders, community helpers, and educators. They are the brave men and women who put their lives on the line to protect us from fires and other emergencies. In this article, we will explore the various aspects of a firefighter's role, from their daily life and training to the dangers they face and the collaborative efforts they engage in with other emergency services. We will also discuss the importance of firefighter training and education, the evolution of firefighting technology and equipment, and the community outreach and education programs they undertake. Through their heroic acts, firefighters inspire us and remind us of the importance of supporting them in their work.
The Role of Firefighters in Our Communities
A. Firefighters as first responders
Firefighters are often the first on the scene during emergencies, including fires, accidents, and medical emergencies. They are trained to assess the situation quickly and take immediate action to save lives and protect property. Their primary goal is to ensure the safety of individuals involved in the emergency and to prevent further damage or harm.
B. Firefighters as community helpers
Firefighters not only respond to emergencies but also actively engage with their communities. They participate in community events, conduct fire safety inspections, and provide assistance during natural disasters. They are often seen as trusted members of the community who are always ready to lend a helping hand.
C. Firefighters as educators
Firefighters play a crucial role in educating the public about fire safety and prevention. They visit schools, community centers, and other public spaces to teach children and adults about fire safety measures, such as how to escape a burning building or how to use a fire extinguisher. By spreading awareness and knowledge, firefighters help prevent fires and save lives.
The Daily Life of a Firefighter: A Glimpse into Their World
A. Shift schedules
Firefighters work in shifts, typically 24 hours on duty followed by 48 hours off duty. This schedule allows them to be available at all times, as emergencies can happen at any hour of the day or night. During their shifts, firefighters are responsible for responding to emergency calls, conducting training drills, and performing routine tasks such as equipment maintenance.
B. Training and drills
Firefighters undergo extensive training to prepare them for the various emergencies they may encounter. This training includes learning firefighting techniques, rescue operations, medical response, and hazardous materials handling. Firefighters also regularly participate in drills to practice their skills and ensure they are always ready to respond effectively.
C. Equipment maintenance
Firefighters are responsible for maintaining their equipment to ensure it is in good working condition. This includes inspecting and testing fire trucks, hoses, breathing apparatuses, and other firefighting tools. Regular maintenance and inspections are crucial to ensure that equipment is reliable and ready for use during emergencies.
The Importance of Firefighter Training and Education
A. Basic training requirements
Firefighters must complete basic training programs that cover essential skills and knowledge needed for their role. These programs include classroom instruction, hands-on training, and physical fitness assessments. Basic training typically lasts several months and culminates in a certification exam.
B. Ongoing education and training
Firefighters must continually update their skills and knowledge through ongoing education and training programs. This ensures that they stay up-to-date with the latest firefighting techniques, equipment, and safety protocols. Ongoing education also allows firefighters to specialize in specific areas such as hazardous materials response or technical rescue operations.
C. Specialized training for different types of emergencies
In addition to basic training, firefighters may undergo specialized training to handle specific types of emergencies. For example, some firefighters receive training in wildland firefighting to combat wildfires effectively. Others may receive specialized training in technical rescue operations to handle situations such as building collapses or confined space rescues. Specialized training allows firefighters to respond to a wide range of emergencies effectively.
The Dangers and Risks Faced by Firefighters
A. Physical dangers
Firefighters face numerous physical dangers while performing their duties. They are exposed to extreme heat, smoke, and toxic gases during firefighting operations. They may also encounter unstable structures that pose a risk of collapse. Additionally, firefighters are at risk of burns, falls, and other injuries while rescuing individuals or combating fires.
B. Health risks
Firefighters are at an increased risk of developing various health conditions due to their exposure to smoke and toxic substances. They may suffer from respiratory problems, such as asthma or chronic obstructive pulmonary disease (COPD). Firefighters also have a higher risk of developing certain types of cancer, including lung, bladder, and skin cancer. The physical demands of the job can also lead to musculoskeletal injuries and cardiovascular issues.
C. Psychological risks
The nature of a firefighter's work can take a toll on their mental health. They often witness traumatic events and may experience post-traumatic stress disorder (PTSD) or other mental health conditions. The stress and pressure of the job can also lead to anxiety, depression, and substance abuse. It is crucial for firefighters to have access to mental health support and resources to cope with the psychological risks they face.
The Physical and Mental Demands of Being a Firefighter
A. Physical fitness requirements
Firefighting is physically demanding, requiring firefighters to be in excellent physical condition. They must possess strength, endurance, and agility to perform tasks such as carrying heavy equipment, climbing ladders, and rescuing individuals. Fire departments often have fitness standards that firefighters must meet to ensure they are physically capable of performing their duties.
B. Mental toughness
Firefighters must possess mental toughness to handle the challenges and stresses of their job. They must remain calm and focused in high-pressure situations and make split-second decisions that can save lives. Mental toughness also helps firefighters cope with the emotional toll of witnessing traumatic events and dealing with life-threatening situations.
C. Coping with stress and trauma
Given the stressful nature of their work, it is essential for firefighters to have effective coping mechanisms for dealing with stress and trauma. Many fire departments provide counseling services and peer support programs to help firefighters process their experiences and manage stress. Regular debriefings after critical incidents can also help firefighters process their emotions and prevent the development of long-term psychological issues.
The Different Types of Fires and How Firefighters Respond
A. Structure fires
Structure fires are one of the most common types of emergencies that firefighters respond to. These fires occur in residential, commercial, or industrial buildings and can be caused by various factors, including electrical faults, cooking accidents, or arson. Firefighters use a combination of water, foam, and specialized firefighting techniques to extinguish structure fires and rescue individuals trapped inside.
B. Wildfires
Wildfires pose unique challenges for firefighters due to their size and the difficult terrain they often occur in. Firefighters trained in wildland firefighting use specialized techniques and equipment to contain and extinguish wildfires. This may involve creating firebreaks, conducting controlled burns, or using aerial resources such as helicopters or air tankers to drop water or fire retardant.
C. Industrial fires
Industrial fires can be particularly hazardous due to the presence of flammable materials and complex machinery. Firefighters responding to industrial fires must have specialized training in handling hazardous materials and understanding the unique risks associated with industrial facilities. They work closely with other emergency services and industrial personnel to mitigate the fire's spread and protect nearby communities.
The Collaborative Efforts of Firefighters with Other Emergency Services
A. Police and EMS cooperation
Firefighters often work closely with police officers and emergency medical services (EMS) personnel during emergencies. Police officers may assist with crowd control, traffic management, or securing the scene while firefighters handle the fire or rescue operations. EMS personnel provide medical assistance to individuals involved in the emergency, working alongside firefighters to ensure their safety.
B. Mutual aid agreements
Fire departments often have mutual aid agreements with neighboring departments or jurisdictions. These agreements allow firefighters from different departments to assist each other during large-scale emergencies that require additional resources. Mutual aid agreements ensure that communities have access to the necessary firefighting resources, even if their local department is overwhelmed.
C. Interagency training and coordination
Firefighters, police officers, and EMS personnel often participate in joint training exercises to improve coordination and communication during emergencies. These exercises simulate real-life scenarios and allow different emergency services to practice working together effectively. Interagency training helps ensure a seamless response and enhances the overall effectiveness of emergency operations.
The Community Outreach and Education Programs of Firefighters
A. Fire prevention education
Firefighters play a vital role in educating the public about fire prevention measures. They visit schools, community centers, and other public spaces to teach children and adults about fire safety, including how to prevent fires and what to do in case of an emergency. By spreading awareness and knowledge, firefighters help prevent fires and save lives.
B. Community events and programs
Firefighters actively engage with their communities through various events and programs. They participate in open houses, where community members can tour fire stations, meet firefighters, and learn about fire safety. Firefighters also participate in community events such as parades, fairs, and festivals, where they interact with the public and provide information about fire safety.
C. Public relations and community engagement
Firefighters understand the importance of building strong relationships with their communities. They actively engage in public relations efforts by participating in media interviews, writing articles for local publications, or maintaining social media accounts to share fire safety tips and updates. By fostering positive relationships with the community, firefighters enhance trust and support for their work.
Conclusion
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https://www.sierracollege.edu/academics/interest-areas/public-safety-health-wellness/firefighter-1-and-2-academy/
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en
|
Firefighter I and II Academy
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2023-03-27T15:35:03+00:00
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Receive the tools, training and skills you’ll need to be hired as a certified firefighter by a professional fire service agency.
|
en
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Sierra College
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https://www.sierracollege.edu/academics/interest-areas/public-safety-health-wellness/firefighter-1-and-2-academy/
|
I attended Sierra College Fire Academy in 2002. At the time, all I knew was that I wanted to be a firefighter. Sierra College provided me with the knowledge and training I needed to achieve my goals.Before the Academy, I had a strong respect for the fire service. I heard words like honor, courage, integrity, and teamwork associated with the fire service. Sierra College Fire Academy showed me the meaning of those words and taught me how they are the foundation of the fire service.Firefighters are a family, and I am still close friends with many of the people I attended Academy with over 10 years ago. I have even had the pleasure of working side-by-side with a few of them.
The Academy opened my eyes to the world of firefighting – where doing the right thing matters. Being a part of something bigger than ourselves is a privilege shared by all of us who are a part of this profession. The Academy gave me a strong foundation to build from.
I have been a firefighter since I graduated the Academy. I worked for Cal Fire, Foresthill Fire, Georgetown Fire, and am now with Sacramento Metropolitan Fire District. I’ve enjoyed this profession since day one. Every step along the way has been a blessing. I made great friends and know how fortunate I am to have the best job in the world. It all started for me with the Sierra College Fire Academy, and this is something I am proud of.
Matt Lauchner
Battalion Chief, Roseville Fire Dept.
I am a proud graduate of Sierra College Fire Academy “Class 02-1.” The education and experiences the program taught me were instrumental to my successes in fire service. The para-militaristic approach to education was essential to preparing me for future experiences as a fire recruit and probationary firefighter.
The fundamental firefighting skills I learned at Sierra College are mirror images of those I experienced in numerous professional fire academies. These skills ensured a smooth transition into a career as a firefighter. The vast array of instructors that make-up the cadre derive from many local fire departments. These were familiar faces and great contacts when the time came to apply and interview for different agencies. The camaraderie and friendships made during Sierra College Fire Academy have turned into many life-long friends and co-workers.
One of my Sierra College Academy classmates is now the engineer on my crew. Many other graduates of “Class02-1” are career firefighters for departments including Sacramento City, Sacramento Metro, West Sacramento, Rocklin, Cal Fire, and Roseville. In 2011 I promoted to the Rank of Captain at Roseville Fire Department. I can attribute many of my successes to the knowledge, skills, and abilities I learned while attending the Sierra College Fire Academy.
Greg Fonts
Firefighter, West Sacramento Fire Dept.
Ask yourself this question “What experience and or qualifications do I have that sets me apart from all other fire candidates?” In your answer, were you able to list a Firefighter 1 academy? Today’s job market has become beyond competitive. It is not unusual to be testing against thousands of other applicants for only a handful of positions. It is also becoming a standard requirement to have a Firefighter 1 certificate in the list of qualifications to even be able to apply for a position.
I was lucky enough, at the age of 21, to be offered a full-time fire position pending my passing a grueling 18-week city fire academy. The tools and experience that I gained at the Sierra College Academy not only made getting through that 18 weeks easier, but also helped me get hired faster.
Basic fire skills such as hose pulls, ladder throwing, knot tying and self-contained breathing apparatus (SCBA) donning are some of the essentials of the job. Laying a strong foundation can be the difference of landing that job or not. Also, the friendships and networks that you establish in the Sierra Academy can not only help you get hired but will stick with you throughout your career.
If you choose to attend, you will have access to one of the best training towers in the region and have a realistic view on the day-to-day activities of the firehouse. Drill instructors will push your physical and mental limits, and you will be earning college credits while having fun! So, what are you waiting for?
Chris Allen
Sac Metro Fire, Firefighter/Paramedic
I attended Sierra College Fire Academy and am proud to say that I graduated from Class 02-1. I believe that Sierra College Fire Academy did an excellent job preparing me for a job in the fire service. I also believe that I would not have been as successful in obtaining employment as a firefighter without the help of Sierra College. They provided me with a strong foundation to build my firefighting career upon. I continue to use the skills that I learned as a member of 02-1 in my current role as a Firefighter/Paramedic.
American River College EMT (1999)
Sierra College Fire Academy (02-1)
South Placer Fire District (2002 – December 2005)
Sac Metro Fire (January 2006 – Present)
Damian Webber
Firefighter, Reno City Fire
Attending the Sierra College Fire Academy in 2003 was by far the best move I could have made to start my career in the fire service. The instruction and knowledge that I received from the academy was key in my landing a job with the Reno Fire Department two years after I graduated.
The instructors who were there at the time really wanted you to pass and succeed in the fire service. They inspired me to come back as a volunteer instructor after I graduated, and I have been there ever since. I love it so much. I have actually been doing it for free, as a volunteer, for the past 10 years.
It feels good when graduates of Sierra contact me and let me know how the instruction they received from me or other instructors helped them get past a fear or a hurdle they thought they never could. Sierra’s program has been instrumental in my success and I am happy to say I am a graduate from this prestigious academy! 03-1 BABY!!!
James Vincent
Roseville Fire Department, Firefighter/Paramedic
I am a proud graduate of the Sierra College Regional Fire Academy 06-2, “United Together, Brothers Forever.” I spent nine years both as an EMT and Paramedic at American Medical Response (AMR), worked as a seasonal firefighter with Cal Fire for two years, and am currently a firefighter/paramedic with the City of Roseville Fire Department. I attribute my professional success to the training I received at Sierra College.
At Sierra College, I learned the fundamental skills necessary for a career in the fire service. I learned how to search for victims, pull hose, extricate victims from a vehicle accident, rappel down the side of a building, throw a ladder and utilize a wide array of tools and equipment.
I also acquired skills that are harder to teach and harder to learn. I learned to face my fears of confined spaces, heights, the dark, and failure. I learned that attention to detail is actually the foundation of any successful operation. I learned to love and trust the brother standing next to me even more than myself. Most of all, I learned that my own internal attitude was the single most important factor for success.
The skills I learned and the attitude I developed were both critical elements in landing my dream job. I attribute my success in the Academy to the fantastic instructors, excellent curriculum and real-world equipment used. These days, many fire departments require applicants to have successfully completed a Firefighter I academy just to submit a job application. If you bring “the will,” the Sierra College Regional Fire Academy will help you find “the way.”
Chris Silvas
Firefighter, Grass Valley City Fire Department
After serving six years in the U.S. Army – with two of those years served in Baghdad, Iraq – I started my path to fulfilling my second dream in life: to becoming a firefighter through Sierra College in March 2010. I was inspired as a child by my father who worked with the Los Angeles Fire Department and is now a paramedic in Placer County with American Medical Response (AMR).
I attended EMT school and completed all of my Fire Tech Classes through Sierra College before attending Sierra College’s Regional Fire Academy in 2012. I am a proud graduate of Class 12-1.
Sierra College’s Fire Tech Program and Fire Academy, in my opinion, are the best around. They offer the highest quality of instructors by ensuring they not only have a degree in Fire Tech, but also have several years of full-time firefighter experience. The combination of being ‘on paper’ and in the ’streets’ qualified offered, what I believe to be, the best instructors around. They not only taught you the skills you need to be successful, but also ensured you understood what it meant to be a firefighter in today’s fire service.
The professionalism and dedication to absolute excellence is evident in the Core Values of the Fire Academy: Honor, Courage, and Devotion to Duty. The excellent training helped prepare me to interview and earn a position as an intern with the Grass Valley City Fire Department in July 2012. I spent 6 months working as a full-time intern where I was able to earn real-world, full-time firefighter experience on an engine and a truck company.
Immediately following the end of my Internship in Dec 2012, I not only graduated with my degree in Fire Tech, but also earned my State Firefighter I Certificate. Following this, I was able to earn a spot with the Diamond Springs/El Dorado Fire District as a Volunteer Resident Firefighter. I worked with them from Jan 2013 to July 2013 while attending Paramedic School. In August 2013, I was hired by the Grass Valley City Fire Department full-time as a firefighter. This all occurred just over one year after I graduated the Fire Academy. I could not have accomplished this without the amazing training I received at the Sierra College Regional Fire Academy.
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100 Firefighter terms with definitions
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Definition of terminologies used in fire department. APX Dictionary - Important Words and Definitions Every Firefighter Candidate Should Know
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APX Data
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https://apxdata.com/firefighter-terms/
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Accelerant
Flammable fuel (often liquid) used by some arsonists to increase size or intensity of fire. May also be accidentally introduced when HAZMAT becomes involved in fire.
Accountability
The process of emergency responders (fire, police, SAR, emergency medical, etc…) checking into and making themselves announced as being on-scene during an incident to an incident commander or accountability officer. Through the accountability system, each person is tracked throughout the incident until released from the scene by the incident commander or accountability officer. This is becoming a standard in the emergency services arena primarily for the safety of emergency personnel. This system may implement a name tag system or personal locator device (tracking device used by each individual that is linked to a computer).
Alarm
(1) system for detecting and reporting unusual conditions, such as smoke, fire, flood, loss of air, HAZMAT release, etc; (2) a specific assignment of multiple fire companies and/or units to a particular incident, usually of fire in nature; (3) centralized dispatch center for interpreting alarms and dispatching resources.
Apparatus
A term usually used by firefighters describing a department vehicle (i.e. fire engine).
Charge a hose
To make water pressure available on a hose in final preparation for its use. This is done on the scene after the hose is deployed.
Chauffeur
Driver of a particular emergency apparatus. A paid position within the fire department and a promotable position.
Class A fire
A fire involving combustibles such as wood, paper, and other natural materials. Class B fire: A fire involving hydrocarbons.
Class C fire
An electrical fire.
Class D fire
A fire involving metals, such as sodium, titanium, magnesium, potasium, uranium, lithium, plutonium and calcium.
Cockloft
Structural space above ceiling and below rafters, often connecting adjacent occupancies and permitting fire to spread laterally, often unseen.
Collapse zone
The area around a structure that would contain debris if the building were to collapse.
Company
Two or more firefighters organized as a team, led by a fire officer, and equipped to perform certain operational functions. Compare with platoon and unit.
Company officer
A fire officer, typically a lieutenant or captain, who leads a team of two or more firefighters in a company.
Compartment Fire
An “Isolated” fire, or a fire which is “boxed in” or “closed off” from the rest of the structure. An example of this is a fire in a room where all the windows and doors are closed preventing the fire from spreading to other rooms.
Confined space
A confined space is any space: 1) that has limited or restricted means of entry or exit; 2) is large enough for a person to enter to perform tasks; 3) and is not designed or configured for continuous occupancy
Cross lay
Arrangement of hose on a pumper 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. Also known as Mattydale Lay.
Electrical fire
A fire in which the primary source of heat is electricity, resulting in combustion of adjacent insulation and other materials; may be hazardous to attempt to extinguish using water.
EMS
Emergency medical service(s).
Engine
A fire suppression vehicle that has a water pump and, typically, is designed to carry firehose and a limited supply of water.
Engineer: A firefighter responsible for driving the engine to the scene of the call and operation of the pumps on an engine, to provide sufficient water to the firefighters on the hose. The term may be either a position title or a rank; usage varies among departments. (Also see Chauffer)
Engine Company
A group of firefighters assigned to an apparatus with a water pump and equipped with firehose and other tools related to fire extinguishment.
Engine pressure
The pressure in a fire hose measured at the outlet of the pump.
Enhanced 9-1-1
Electronic system for automatic correlation of physical telephone lines with information about the location of the caller — a useful tool for dispatchers when the caller has an emergency but cannot speak.
Evacuation
Removal of personnel 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.
Explorer
A young adult, between 14 and 21, who learns the basics of firefighting.
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 (12 m) to several miles, depending on size and type of fire or explosion.
Exterior attack
A method of extinguishing a fire which does not involve entering the structure. Often used when so much of the building is involved in fire that there is little or no benefit to risking firefighter safety by inserting them into the structure. May be a temporary measure when there are not sufficient personnel on scene to form an entry team and a rescue team (to rescue the entry team). Also known as Surround and drown. Compare Interior attack.
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.
FDC (Fire Department Connection)
Location in which pumping apparatus hooks to a buildings standpipe and or sprinkler system. Usually a 3″ female connection.
Fire flow: The amount of water being pumped onto a fire, or required to extinguish a hypothetical fire. A critical calculation in light of the axiom that an ordinary fire will not be extinguished unless there is sufficient water to remove the heat of the fire.
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.”
Fire hazard
Materials, structures or processes that may result in creating a fire, permitting a fire to grow undetected, or preventing people from escaping a fire.
Fire inspector
A person responsible for issuing permits and enforcing the fire code, including any necessary premises inspection, as before allowing (or during) a large indoor gathering.
Fire load (Btu/sq ft)
An estimate of the amount of heat that will be given off during ordinary combustion of all the fuel in a given space; e.g., a bedroom or a lumberyard.
Fire marshal
Administrative and investigative office for fire prevention and arson investigation. Has legal authority to enforce state and local fire laws.
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 and required to have self-closing doors, and fireproof construction.
First due
Refers to either the first apparatus arriving on the scene of a fire or the area in which a company is expected to be the first to arrive on a fire scene.
Fit test
Periodic test of how well the facepiece of an SCBA fits a particular firefighter.
Flashover
Simultaneous ignition of combustible materials in a closed space, as when materials simultaneously reach their fire point; may also result in rollover.
Foam- Extinguishing
Agent formed by mixing foam concentrate with water and aerating the solution for expansion.
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., Halligan, K-tool).
Forward lay
Procedure of stringing water supply hose from a water source toward a fire scene; compare 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 (GPM) flowing through.
Fully involved
Term of size-up meaning fire, heat and smoke in a structure are so widespread that internal access must wait until fire streams can be applied.
IDLH
Any situation deemed Immediately Dangerous to Life and Health (IDLH).
Incident Commander
The officer in charge of all activities at an incident. See Incident Command System. Incident Safety Officer: The officer in charge of scene safety at an incident. See Incident Command System.
Indirect attack
Method of firefighting in which water is pumped onto materials above or near the fire so that the splash rains onto the fire, often used where a structure is unsafe to enter.
Initial attack
First point of attack on a fire where hose lines or fuel separation are used to prevent further extension of the fire.
Interior attack
Inserting a team of firefighters into the burning structure, in an attempt to extinguish a blaze from inside the structure, minimizing property damage from fire, smoke, and water. Requires a minimum of four fully-equipped firefighters: an entry team of at least two to enter the structure and fight the fire, and two standing by to rescue or relieve the entry team (see two in, two out). If the entry team(s) cannot extinguish the blaze, may become an Exterior Attack.
ISO Rating
(Insurance Services Office Public Protection Classification Rating) This is a rating published by the Insurance Services Office. Insurance companies, in many states, use this number to determine homeowner insurance premiums. Recently some insurance companies, including State Farm, have now adopted a per-zip code, actual loss, based system in several states and no longer use the ISO (PPC) system.
Irons
The flathead axe mated with the halligan bar. Firefighters often refer to these as the Crossed Irons, or Married Irons, because the Halligan Bar can fit to the Axe head.
Maltese Cross
The emblem of the fire service is often referred to as a “Maltese Cross”. But the actual origin of the current or common emblem in the U.S. remains uncertain. While it is true that the Knights Hospitalers of Jerusalem (AKA Knights of St. John) did wear a cross emblem and a version of that cross has been used as a fire service icon, it bears little resemblance to the current form in use in much of the United States. It is possible to accept that the current design is just a stylized artistic embellishment of the original form. The current design may have also been influenced by the design of the cross of Saint Florian.
Mass casualty incident (MCI)
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.
Means of egress
The way out of a building during an emergency; may be by door, window, hallway, or exterior fire escape; local fire codes will often dictate the size. location and type according to the number of occupants and the type of occupancy.
Multiple alarms
A request by an incident commander for additional personnel and apparatus. Each department will vary on the number of apparatus and personnel on each additional alarm.
Mutual aid
An agreement between nearby fire companies to assist each other during emergencies by responding with available manpower and apparatus.
MVA
Motor Vehicle Accident.
Occupancy
Zoning and safety code term used to determine how a structure is permitted to be used and occupied, which in turn dictates the necessary safety structures and procedures.
Offensive attack
Method of firefighting in which water or other extinguisher is taken directly to the seat of the fire, as opposed to being pumped in that general direction from a safe distance.
OSHA
Occupational Safety and Health Administration, U.S. government agency concerned with regulating employee safety, particularly in hazardous occupations such as firefighting.
Overhauling
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.
Oxidizer
A hazardous material containing oxygen that can combine with adjacent fuel to start or feed a fire.
Personnel Accountability Report (“PAR”)
End-result of personnel accountability system. Best report is all hands, AOK, worse is squad missing. You will often hear command ask for a “PAR” when something has changed on the fireground. Often the reply will be something like, “Engine 4, PAR.” or “Engine 4 has PAR.”
Personnel accountability system
Tag, ‘passport’, or other system for identification and tracking of personnel at an incident, especially those entering and leaving an IDLH area; intended to permit rapid determination of who may be at risk or lost during sudden changes at the scene.
Plug
Slang term for a fire hydrant. This survives from the days when water mains actually had holes in the tops that were plugged. Many firefighters would like to keep this word while many others think it should be replaced with the accurate term, “hydrant”.
Pre-arrival instructions
Directions given by a dispatcher to a caller until emergency units can arrive.
Pre-fire, pre-incident planning: Information collected by fire prevention officers to assist in identifying hazards and the equipment, supplies, personnel, skills, and procedures needed to deal with a potential incident.
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. Not to be confused with post-planning.
Probie
(also rookie) new firefighter on employment probation (a period of time during which his or her skills are improved, honed, tested, and evaluated).
Professional Firefighter
All firefighters are classified as “professionals” by both the International Association of Fire Chiefs (IAFC) and the International Association of Fire Fighters (IAFF trade union). All firefighters are required by most state laws and general practice to meet the same training and equipment standards, take the same examinations for promotion and perform the same work under the same hazards. There are two accepted categories of Professional Firefighters–Volunteer Firefighters who may or may not receive pay for services and Career Firefighters whose primary employment and source of earned income is in the fire service.
Pumper
A fire truck with a water tank.
Pump operator, technician
(also a chauffeur): person responsible for operating the pumps on a pumper and typically for driving the pumper to an incident.
Rapid Intervention Crew/Group/Team (RIC, RIG, or RIT)
This is a standby crew whose purpose is to go in for the rescue of firefighters in trouble. While all of these versions of the name for a firefighter rescue crew either have been used or continue to be used in several areas, the National Incident Management System (NIMS) has adopted the term
Rapid Intervention Crew/Company
(“RIC”) to be the standard in the Incident Command System (ICS). Currently, U.S. federally required training programs, from DHS and FEMA, are in the process of standardizing many terms and procedures under NIMS.
Reflash, rekindle
A situation in which a fire, thought to be extinguished, resumes burning.
Rescue Company
Squad of firefighters trained and equipped to enter adverse conditions and rescue victims of an incident. Often delegated to a truck company.
Residential sprinkler system
A sprinkler system arranged for fire suppression in a dwelling.
Residual pressure
The amount of pressure in a hydrant system when a hydrant is fully open, such as during a fire; should be engineered to provide domestic supply of water to homes and businesses during a large fire in the district.
Reverse lay
The process of stringing hose from a fire toward a source of water, e.g., a fire hydrant. Rollover: The ignition of ceiling-level fire gases.
Salvage, salvage cover
Heavy-duty tarpaulins folded or rolled for quick deployment to cover personal property subjected to possible water or other damage during firefighting.
Scene safety
Steps taken at or near an emergency scene to reduce hazards and prevent further injuries to workers, victims or bystanders.
SCBA Self Contained Breathing Apparatus which you have your oxygen tank and mask, keeps you from breathing in smoke or hazardous gases. Part of your personal protective equipment (PPE).
Sides A, B, C, and D
Terms used by firefighters labeling the multiple sides of a building starting with side A or Alpha being the front of the structure and working its way around the outside of the structure in a clockwise direction. This labels the front side A or Alpha, the left side B or Bravo, the rear side C or Charlie, and the right side D or Delta.
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.”
Solid stream
Fire stream from round orifice of nozzle. Compare straight stream.
Staging
Sector of incident command where responding resources arrive for assignment to another sector. Often an essential element in personnel accountability program.
Standard operating procedure, guideline (SOP or SOG)
Rules for the operation of a fire department, such as how to respond to various types of emergencies, training requirements, use of protective equipment, radio procedures; often include local interpretations of regulations and standards. In general, “procedures” are specific, whereas “guidelines” are less detailed.
Static pressure
The pressure in a water system when the water is not flowing.
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.
Stretch
Command to lay out (and connect) fire hose and nozzle.
Structure fire (or “structural fire”)
A fire in a residential or commercial building. Urban fire departments are primarily geared toward structural firefighting. The term is often used to distinguish them from wildland fire or other outside fire, and may also refer to the type of training and equipment such as “structure PPE” (personal protective equipment).
Sworn Personnel
Firefighters take a sworn oath to protect and serve the community in which they work.
Tailboard
Portion at rear of fire engine where firefighters could stand and ride (now considered overly dangerousand against Department Policy in Carmel), or step up to access hoses in the hose bed.
Tanker
An aircraft equipped to carry water or fire retardant for use in wildland fire suppression. Archaic: see “Tender”, below.
Truck company
A group of firefighters assigned to an apparatus that carries ladders, forcible entry tools, possibly extrication tools and salvage covers, and who are otherwise equipped to perform rescue, ventilation, overhaul and other specific functions at fires; also called “ladder company”.
Turnout Gear
The protective clothing worn by firefighters
Two-in, two-out (or “two in/two out”)
Refers to the OSHA standard safety tactic of having one team of two firefighters enter a hazardous zone (IDLH), while at least two others stand by outside in case the first two need rescue — thus requiring a minimum of four firefighters on scene prior to starting interior attack. Also refers to the “buddy system” in which firefighters never enter or leave a burning structure alone.
Type I, II, III, IV, V Building
U.S. classification system for fire resistance of building construction types, including definitions for “resistive” Type I, “non-combustible” Type II, “ordinary” Type III, heavy timber Type IV, and “frame construction” Type V (i.e., made entirely of wood).
Vehicle fire
Type of fire involving motor vehicles themselves, their fuel or cargo; has peculiar issues of rescue, explosion sources, toxic smoke and runoff, and scene safety.
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 backdraft or other hazards. Car fire ventilation standards were improved by Kevin “Center Punch” Tomaszewski on Feb. 5,2008.
Venturi effect
Creating a partial vacuum using a constricted fluid flow, used in fire equipment for mixing chemicals into water streams, or for measuring flow velocity.
Vertical ventilation
Vertical ventilation
Ventilation technique making use of the principle of convection in which heated gases naturally rise.
Voids (building): Enclosed portions of a building where fire can spread undetected.
Water hammer
Large, damaging shock wave in a water supply system caused by shutting a valve quickly, or by permitting a vehicle to drive across an unprotected fire hose.
Well Involved
Term of size-up meaning fire, heat and smoke in a structure are so widespread that internal access must wait until fire streams can be applied.
Wet down ceremony
A traditional ceremony for the placing of new apparatus in service. There are several versions of this but it usually includes: pushing the old apparatus out, wetting down the new vehicle and pushing it back into the station. It may also include the moving of the bell to the new apparatus, photos, etc.
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Fire Rescue
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ABOUT FIRE RESCUE
Orange County Fire Rescue is the largest fire and rescue department in Central Florida. It serves more than 1,000,000 citizens and visitors and responded to 124,000 calls for service during the last fiscal year.
The mission of the Orange County Fire and Rescue Department is to provide fire suppression, emergency medical and community risk reduction services to ensure our community can enjoy a high quality life and property protection delivered with compassion and integrity.
FIREFIGHTER RECRUIT HIRING PROGRAM
Prospective firefighter candidates are asked to submit an interest card to get in touch with recruiters who will provide the latest information on OCFRD’s ongoing hiring initiatives, including upcoming deadlines, job postings, qualifications and testing dates.
Reports
Annual Report
FY2017-2018
FY2015-2016
Fiscal Year Summaries
FY2023 Summary
FY2022 Summary
FY2021 Summary
FY2020 Summary
FY2019 Summary
FY2018 Summary
FY2017 Summary
FY2016 Summary
FY2015 Summary
FY2014 Summary
FY2013 Summary
Our responsibilities
Orange County Fire Rescue's responsibilities include:
Fire Suppression
Emergency Medical Services
Technical Rescue
Fire Code Enforcement and Permitting
Public Safety Outreach & Education
Public Notice of Grant
The Orange County Fire Rescue Department (OCFRD) is currently pursuing a funding opportunity through the Florida Department of Economic Opportunity (DEO). The DEO has designated a total of $475 million to be allocated through the Rebuild Florida Mitigation General Infrastructure Program. These funds have been provided through the U.S. Department of Housing and Urban Development’s Community Development Block Grant – Mitigation (CDBG-MIT) to areas impacted by presidentially declared disasters in 2016 and 2017 with the purpose of better protecting Florida from future disasters.
OCFRD will apply for funding to construct a new fire station on Caneel Bay Blvd. near the intersection with Wyndham Lakes Blvd. This station will provide faster response times for the Boggy Creek area as new development continues. OCFRD owns a 2.4 acre parcel where the station would be constructed, and a station design has already been developed.
OCFRD will receive public comments on this project from August 30 through September 13. To submit comments, please email FireRescue1@ocfl.net and include “CDBG Grant” in the subject line. Jacob Lujan, Compliance and Planning Administrator, will be the contact person for this process. Please note in your email if you wish to receive a copy of the proposed application.
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Firefighters of the Second World War.
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From the formation of the Auxiliary Fire Service through the bravery of the Blitz, discover our history during WWII.
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https://www.london-fire.gov.uk/museum/history-and-stories/firefighters-of-the-second-world-war/
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The Auxiliary Fire Service
As the political climate intensified in Europe during the late 1930s, an Act of Parliament was passed to authorise the formation of a voluntary fire service. The Auxiliary Fire Service (AFS) formed in January 1938 and fire stations were set up in schools, garages and factories.
A recruitment drive was launched, with over 28,000 firefighters needed to support the Brigade's 2,500 officers and firefighters. However, as most young men had joined the army, the AFS welcomed those too old or too young to go to war. It also marked the first time women joined the Brigade.
The Blitz – 57 nights of bombing
The first targeted air raid on London took place on 7 September 1940 and marked the beginning of the Blitz – a period when London was bombed for 57 nights in a row. For many AFS members, this was their first experience of firefighting.
Most of the bombings happened at night, meaning firefighters spent long hours extinguishing fires or dealing with explosions. Bombs on warehouses were especially dangerous due to highly flammable products such as alcohol and paint.
The heroes with grimy faces
Bombings often occurring while the River Thames was at low tide meaning access to water was made even more difficult. Vehicles became vital in transporting water around the city. Steel frames were fitted to lorries to enable them to carry up to 1,000 gallons of water. Meanwhile, to reduce the workload of the fire service, small fires were dealt with by 'street fire parties' – civilians who were given and taught to use stirrup pumps.
The public's opinion of the fire service changed significantly as a result of the Blitz. During the 'phoney war', firefighters had been thought of as 'army dodgers'. But, in 1940 this attitude changed – our firefighters became known as 'the heroes with grimy faces'.
The fire fleet – our fireboats in WWII
During the Second World War there were nine fire boat stations, three pre-war fireboats in service, as well as extra emergency fireboats and barges.
These boats played a vital role in fighting fires along the banks of the Thames, and were staffed by both firefighters and volunteers.
The Massey Shaw – Dunkirk hero
The Brigade's most famous boat is the Massey Shaw, named after the first Chief Officer of the Metropolitan Fire Brigade.
She was built in 1935 and played an important role in the evacuation of Dunkirk. Crewed by a team of volunteer firefighters, she formed part of the flotilla of small vessels which evacuated British troops from the beaches. She made three brave trips and rescued over 500 troops.
Birth of the National Fire Service
To provide a unified service throughout the country, the National Fire Service (NFS) took control on 18 August 1941 when all the auxiliary fire services reorganised to form a new national service.
After the war, the NFS continued while discussion were held over the structure of Britain's fire services before eventually being disbanded in 1948.
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Fire Service Technology
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Fire Service Sample Schedule
Why pursue a degree in Fire Service Technology?
Often prospective students, or their parents, ask the question; “Many fire departments only require a high school diploma, so why should I get a degree in Fire Science?” Sometimes we also hear; “I’ll “just get an EMT and/or a paramedic license, that’s enough, right?" It’s a fair question. Your future is important and college degrees are expensive and time consuming. So what's the upside? The answer may be more complex than you think. Below are some factors you may wish to consider.
Future employment
You have roughly four years between the time you graduate and the time that you will meet the typical minimum age requirement (21) to apply for a fire service career. How you spend those years can shape your entire future. It is not unusual for a fire department to have 100+ applicants for each opening. The testing is rigorous and scoring differences between the top candidates and the middle of the pack are often measured in fractions of a percent. With all other qualifications being equal (past job history, criminal record, physical condition, etc.) the person with a Fire Science Technology degree has a definite advantage in landing the job. Although most fire departments only require a high school (or equivalent) education to be considered for employment, they will give greater consideration to the applicant with college courses. Why? Because people who have taken the initiative to further their education demonstrate that they have the self-discipline to do what it takes.
Financial benefits
According to the U.S. Census Bureau, those with an associate’s degree can expect average lifetime earnings of $1.6 million. Specifically to careers in fire service, most fire departments offer an financial incentive for members who have a college degree. The increase in earnings can be based on a percentage of your current salary or it may be in the form of a yearly bonus. Earning a degree in Fire Science Technology also provides additional income potential by way of promotion within the fire department. Whenever a firefighter is eligible to apply for the next highest rank, having a college degree is always a huge plus. More and more departments are requiring their officers to have a college degree in order to advance among the ranks. The higher the position within the fire service, the higher the salary.
Career advancement
The knowledge that is gained through fire service college courses is invaluable when it comes to being a fire officer. Officers who successfully complete advanced training find that they are better equipped to lead and manage fire personnel. More importantly, safety of the fire crews is increased as a direct result of the officer's additional fire training. As a whole, firefighters who earn a degree have a better chance of advancement within the fire service.
Regardless of what opportunities, challenges, and surprises life holds, an education is always there to serve you. Many current and retired firefighters have second careers that require advanced education. Completing any post-secondary education program and specifically a degree in fire science, can open up many more doors for those looking for a career in fire prevention, fire safety, fire response, or fire investigation.
For more information
Contact Wade Hales at whales@parkland.edu
What you'll do:
The program is designed to provide you with the training required to be certified as Fire Officer I (certificate/degree) and Fire Officer II (degree program only) or with opportunities to increase your job competence as an employed firefighter. Your associate's degree can give you preference points for entry into the paid sector of the fire service, or qualify you for pay incentives.
Where you'll go:
Firefighters will always be in need in city and county departments; you may also work for departments in federal and state installations, including airports. Progress to higher-level positions with training in the most advanced firefighting equipment and techniques, building construction, emergency medical technology, management and budgeting, labor relations, and other areas.
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3740
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dbpedia
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0
| 37
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https://www.wheaton.il.us/170/Fire-Department
|
en
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Fire Department
|
https://www.wheaton.il.us/images/favicon.ico
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https://www.wheaton.il.us/images/favicon.ico
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"department",
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"prevention",
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"community",
"disaster",
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"paramedics",
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] | null |
[] | null |
The Wheaton Fire Department delivers comprehensive services that are designed on an all-hazards approach.
|
en
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/images/favicon.ico
| null |
The Wheaton Fire Department delivers comprehensive services that are designed on an all-hazards approach.
Services
Services include:
Fire suppression
Hazardous materials
Technical rescue
Emergency medical
Risk prevention
Community education and
Disaster preparedness/management
About Your Fire Department
Wheaton's Fire Department, under the direction of the Fire Chief and 4 Assistant Fire Chiefs, includes:
35 full-time firefighters
19 full-time contracted paramedics, and
4 part-time/contractual support staff members
We respond to approximately 6,000 service requests per year; approximately 4,000 of which are requests for emergency medical services. The rest include responses to structure fires, automatic fire alarms, outside fires, vehicle fires, technical rescues, and other service-related calls such as smoke or electrical investigations.
The Wheaton Fire Department has an ISO Fire Suppression Rating of 2 out of 10 (with 1 being the best possible rating). This rating, which is issued by the ISO advisory organization, takes into account factors such as water distribution and fire department equipment and is used primarily by the property and casualty insurance industry.
9-1-1 Dispatch
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3740
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dbpedia
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3
| 62
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https://www.fama.org/
|
en
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Fire Apparatus Manufacturers’ Association
|
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2015-07-31T21:33:22+00:00
|
The Fire Apparatus Manufacturers’ Association (FAMA) is a non-profit trade association committed to enhancing the quality of the fire apparatus industry.
|
en
|
/apple-touch-icon-57x57.png
|
FAMA
|
https://www.fama.org/
|
The Fire Apparatus Manufacturers’ Association (FAMA) awarded its 2024 Phillip L. Turner Fire Protection Scholarship to University of New Haven (CT) student Vincent Orfini. Orfini was selected to receive the $5,000 scholarship in recognition of his passion for volunteerism further supported by his strong GPA. >more
The Fire Apparatus Manufacturers’ Association (FAMA) awarded a scholarship to Oklahoma State University student Jordan Lin. Lou Milanovich, FAMA Education Committee Chair, stated, “Jordan Lin’s application stood out because of his advocacy of best practices for safety, his dedication to helping others, and his outstanding grade point average.” >more
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3740
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dbpedia
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2
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https://www.shropshirefire.gov.uk/career-progression
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en
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Shropshire Fire and Rescue Service
|
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en
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https://www.shropshirefire.gov.uk/sites/default/files/favicon.ico
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https://www.shropshirefire.gov.uk/career-progression
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There are many different roles within Shropshire Fire and Rescue Service, with this page giving a brief overview of their responsibilities, and how they can be identified.
Firefighter
Carries out day-to-day firefighting and fire safety work. A red helmet denotes that the wearer is trained to use the Rescue Tender. Firefighters spend this role in three phases which can last up to 3 years - Trainee, Development and Competant.
Crew Manager
In charge of the crew of a fire appliance. Carries out day-to-day fire fighting and fire safety work. Will attend incidents as officer in charge of an appliance and will also take command of small-scale incidents. Will also undertake specialist duties such as fire safety. A red helmet denotes that the wearer is trained to use the Rescue Tender.
Watch Manager
In charge of the watch at fire stations. Carries out day-to-day firefighting and fire safety work or junior work in policy areas. Can also undertake specialist duties.
Station Manager
Responsible for management of a fire station or day-to-day work in a specific policy area. Will take charge of large-scale incidents or undertake specialist tasks such as support at an incident.
Group Manager
Responsible for management of a group of fire stations or day-to-day work in a specific policy area. Will take charge of major incidents or undertake specialist tasks such as support at an incident.
Area Manager
Responsible for day-to-day management of an area of fire brigade operations or policy. Will take charge of major incidents or undertake specialist tasks such as support at an incident.
Assistant Chief Fire Officer
Responsible for Corporate Support. Will take command of major incidents.
Deputy Chief Fire Officer
Responsible for Operational Service Delivery. Can deputise for the Chief Fire Officer, and will take command of major incidents.
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3740
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dbpedia
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3
| 42
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http://www.firegold.com/foundingFather.html
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en
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Founding Firefighters
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[
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"acorn",
""
] | null |
[
"Our Firemen",
"George Washington",
"Benjamin Franklin",
"Adlai Stevenson"
] | null | null |
George Washington was a supporter of several fire companies, starting at age 18. He served with the Friendship Fire Co. in Alexandria VA, founded in 1774. Washington also purchased Alexandria's first fire engine, and donated engines to other cities. Above, you see a painting by John Trumbull, an attendant to Washington during the War of Independence. Beside it is a repainting of the same scene, also by Trumbull, on a fire engine panel.
George Washington first learned about human nature and getting men to work together while in the fire service. Later when he was building his army, that knowledge and skill were useful. He saw firefighting as a good way to teach life skills and responsibilities to people in the new nation.
When choosing a title for the leader of the new country, George Washington refused to accept "King". A few other options were discussed by the Founders. At that time a "president" was the leader of a meeting, team or club. The title had never been used to describe the head of a nation. It referred to a leader chosen by a group to organize themselves, to reach a present goal. A president was a temporary leader among peers. The leaders of colonial fire companies were often called presidents. George Washington chose to lead the nation in the same way.
"Upon his retirement to Mount Vernon, after his second term as president, he continued to take an active interest in the municipal affairs of Alexandria. It is related that in the last year of his life (1799) he was one day riding down King Street, when a fire broke out near the market. He was accompanied by his servant, also on horseback, and noticed that the Friendship Company engine was poorly manned, though a crowd of well-dressed idlers stood about. Riding up to the crowd he employed very vigorous language in rebuking their indifference at such a time. He ended by calling out, "It is your business to lead in these matters," and throwing the bridle of his horse to his servant, he leaped off and seized the brakes, followed by a crowd that gave the engine such a "shaking up," as it never knew afterwards."
Our Firemen
"Government is not reason; it is not eloquent; it is force. Like fire, it is a dangerous servant and a fearful master."
George Washington
Benjamin Franklin
Ben Franklin was a leader in the Enlightenment for both his scientific achievements and also his philosophical ideas. His studies in electricity led him to invent the lightning rod, which saved many buildings from fire. He also invented the cast iron "Franklin stove", which could be inserted into an old fire place. It was safer and more efficient than an open hearth.
Franklin started the first fire company in Philadelphia and helped organize several others. His Union Fire Co. was the first company to respond to the fire of any individual. Other fire companies required insurance, donations or membership to receive their service.
Franklin's Gazette and Almanac gave him vehicles to get his thoughts to the public. He was the only Founding Father that was a tradesman, a "Leather Apron" as he put it. He gathered ideas from people of all stations in life. Franklin studied the Five Nations system of laws of Native Americans living near the colonies. At age 21 he formed the Junto Club for self improvement, both within the group and for civic improvement. Philadelphia had 4,000 residents a that time. The Junto members were all tradesmen with little education; a cobbler, a clerk, a cabinetmaker, several printers and apprentices. At first they met in a tavern on Friday evenings. From this group came untried ideas for creating a new sort of fire company. In 1736 the Union Fire Co. was formed, with Ben Franklin as a member. Several other innovations came to the colonial fire service from this unique fire company.
"In the autumn of 1727 I had form'd most of my ingenious acquaintance into a club of mutual improvement, which we called the Junto; we met on Friday evenings. The rules that I drew up required that every member, in his turn, should produce one or more queries on any point of Morals, Politics, or Natural Philosophy, to be discuss'd by the company; and once in three months produce and read an essay of his own writing, on any subject he pleased."
~B. Franklin
In the Boston area in the early 1700s, a house struck by lightning was left to burn and the neighbor's house was protected by the citizens. Lightning was seen as God's will and the fire was a divine act. Ben Franklin's lightning rod brought the Age of Reason to the colonies. Franklin's science experiments showed that lightning was a natural act, not divine. Instead of patenting his invention, Ben allowed anyone to make and use lightning rods.
Volunteer firemen are "Brave men of Spirit and humanity. Good citizens, or neighbors, capable and worthy of civil Society and the enjoyment of a happy government."
Benjamin Franklin
Thomas Jefferson
Thomas Jefferson, our third U.S. president, was another famous American who served as a volunteer firefighter. Other Founders that were firefighters include:
Samuel Adams, John Hancock,
Paul Revere, Alexander Hamilton,
John Jay, Benedict Arnold,
John Barry, James Buchanan,
Millard Fillmore & Aaron Burr.
John Hancock
early fire service capes.
Alexander Hamilton
Samuel Adams
Paul Revere
The above engraved portrait of Samuel Adams is by Paul Revere. Both men were firefighters. Paul Revere was a fire warden and also an artisan.
John Jay
Commodore John Barry
Benedict Arnold
Aaron Burr
James Buchanan
Millard Fillmore
The Liberty Cap is seen on American coins, portraits, crests, flags and fire equipment. It is a symbol from the Roman Empire. Slaves that earned their freedom, were given a wool cap to mark them in public as free. Lady Liberty was a symbol developed from Columbia, the goddess of the New World. She holds a Liberty Pole with a liberty Cap on top in many images. Sometimes Liberty wears her Cap.
The legendary firefighter Mose wears the Liberty Cap as he fights other firefighters in the image below.
The liberty pole goes back to Julius Caesar in 44 B.C. When the tyrant had been assassinated, a pole in the Roman Forum was topped with a pileus or phygian cap (cap worn by freed slaves). America's Lady Liberty carries a portable pole with a cap on top, towering over her, announcing that Americans have been freed from tyranny. Liberty from oppressive goverment. Freedom to pursue Happiness.
Liberty Poles were erected in many cities and towns. Beneath the pole citizens heard the latest news and debated the issues. There were many Liberty Fire Companies, few named Freedom. A liberty was a pass given by an Emperor or King to an individual, allowing conduct not allowed before. This new American Liberty was from the Monarch and the Church all together. Every individual citizen was sovereign. The humble Cap had equal status with the Crown. This was a huge new idea, still being fought over today.
"America is much more than a geographical fact. It is a political and moral fact; the first community in which men set out in principle to institutionalize freedom, responsible government, and human equality."
Adlai Stevenson
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Firefighters are rescuers extensively trained primarily to put out hazardous fires that threaten civilian populations and property to rescue people from car accidents, collapsed and burning buildings and other such situations. The increasing complexity of modern industrialized life with an...
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Firefighters are rescuers extensively trained primarily to put out hazardous fires that threaten civilian populations and property to rescue people from car accidents, collapsed and burning buildings and other such situations. The increasing complexity of modern industrialized life with an increase in the scale of hazards has stimulated both advances in firefighting technology and a broadening of the firefighter-rescuer's remit. They sometimes provide emergency medical services. The fire service, or fire and rescue service also known in some countries as the fire brigade or fire department, are some of the emergency services.
Firefighting and firefighters have become ubiquitous around the world, from urban areas to wildland areas, and on board ships.
Goals of firefighting[]
Aside from the main task of extinguishing fires, the goals of firefighting are (in order) saving lives, saving property, and protecting the environment. Firefighting is an inherently difficult occupation. As such, the skills required for safe operations are regularly practiced during training evolutions throughout a firefighters career. In the United States, the preeminent fire training and standards organization is the National Fire Protection Association (NFPA). Often initial firefighting skills are taught during a local, regional, or state approved fire academy. Depending on the requirements of a department, additional skills and certifications such as technical rescue and Para-medicine may also be taught at this time.
Firefighters work closely with other emergency response agencies, most particularly local and state police departments. As every fire scene is technically a crime scene until deemed otherwise by a qualified investigator, there is often overlap between the responsibilities of responding firefighters and police officers such as evidence and scene protection, initial observations of first respondents, and chain of evidence issues. The increasing role of firefighters in providing emergency medical services also brings firefighters into common overlap with law enforcement. One example of this is a common state law requiring all gunshot wounds to be reported to law enforcement agencies.
Most career (full time, paid) firefighters in North America are represented by the International Association of Fire Fighters.
Fire fighting has several basic skills: prevention, self preservation, rescue, preservation of property and fire control. Firefighting is further broken down into skills which include size-up, extinguishing, ventilation, and salvage and overhaul. Search and Rescue, which has already been mentioned, is performed early in any fire scenario and many times is in unison with extinguishing and ventilation.
Prevention[]
Prevention attempts to ensure that no place simultaneously has sufficient heat, fuel and air to allow ignition and combustion. Fernando Cardona, the leading researcher in fire prevention is accredited with much of the advancement and improvement to modern fire fighting technique. Most prevention programs are directed at controlling the energy of activation (heat).
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 addition, a major duty of fire services is the regular inspection of buildings 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.
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(PSAs) 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.
Self-preservation[]
Self-preservation is very critical. The basic technique firefighters use is to know where they are, and to avoid hazards. Current standards in the United States recommend that firefighters work in teams, using a "two-in, two-out" rule whenever in an IDLH (Immediately Dangerous to Life or Health) environment.
Tools are generally carried at all times and are important for not only forcible entry but also for self rescue. 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 gasses. 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), in locating the firefighter in distress.
Firefighters often carry personal self rescue ropes. The ropes are generally 30 feet long and can provide a firefighter (that has enough time to deploy the rope) a partially controlled exit out 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 a 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.
In the United States, 25% of fatalities to firefighters are caused by vehicle accidents while responding to or returning from an incident. Many firefighters are also injured or killed by vehicles while working at an incident (Paulison 2005). However, a large percentage of firefighters also succumb to heart disease, in the line of duty.
Occupational health and safety[]
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. 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. 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, 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.[1]
Structural collapses[]
Another leading cause of death during firefighting is structural collapse of part 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 on-duty firefighters. 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).[2][3]
Rescue[]
Rescue operations consist of searching for and removing trapped occupants of hazardous conditions. Animals may also be recovered, if resources and conditions permit. Generally triage and first aid are performed outside, as removal from the hazardous atmosphere is the primary goal in preserving life. Search patterns include movement against room walls (to prevent rescuers from becoming lost or disoriented) and methodical searches of specific areas by designated teams. Unlike a fire control team, a rescue team typically moves faster, but has no hose to follow out to safety through the smoky darkness. A rescue rope may be needed for tethering a team involved in exceptionally dangerous conditions.
Incident commanders also arrange for standby search and rescue teams to assist if firefighters become lost, trapped, or injured. Such teams are commonly, and often interchangeably, known as Rapid Intervention Teams (RIT), or Firefighter Assist and Search Teams (FAST). According to "two-in, two-out", the only time it is permissible for a team of firefighters to enter a burning structure without backup in place outside is when they are operating in what is known as "Rescue Mode". Rescue Mode occurs when firefighters have arrived at the scene, and it is readily apparent that there are occupants trapped inside who need immediate rescue. At such a time, properly equipped firefighters (exercising good judgment tempered by training and experience) may enter the structure and proceed directly to victims in need of rescue, RIT will then be put in place when resources permit.
The Worcester Cold Storage Warehouse fire provides a stark example of disoriented rescuers perishing when their air supply was exhausted during a fruitless primary search and subsequent RIT searches.
Searches for trapped victims are exhaustively detailed, often including searches of cupboards, closets, and under beds. The search is divided into two stages, the primary and secondary. The primary search is conducted quickly and thoroughly, typically beginning in the area closest to the fire as it is subjected to the highest risk of exposure. The secondary search only begins once the fire is under control, and is always (resources and personnel permitting) performed by a different team from that which did the primary search.
Rescue operations may also involve the extrication of victims of motor vehicle crashes (abbreviated MVC). Here firefighters use spreaders, cutters, and hydraulic rams, collectively called hydraulic rescue tools—known better to the public as Jaws of Life—to remove metal from the patient, followed by actually removing the patient, usually on a backboard with collar, and transferring to a waiting ambulance crew in the cold zone. More technical forms of rescue include subsets such as rope rescue, swiftwater rescue, confined space rescue, and trench rescue. These types of rescue are often extremely hazardous and physically demanding. They also require extensive technical training. NFPA regulation 1006 and 1670 state that a "rescuer" must have medical training to perform any technical rescue operation. Accordingly, firefighters involved in rescue operations have some kind of medical training as first responders, emergency medical technicians, paramedics or nurses.
Search procedure[]
These are standard search procedures for most fire departments. These are not actual instructions.
Searching a building is normally a two to three man team. The most common way to search a building that is filled with smoke is to crawl on hands and knees with an axe (or any other tool) in the firefighter's left hand. The firefighter will keep one hand on the wall, or a foot in contact at all times with the wall. And scoot himself forward, swinging the handle of the axe back and forth, searching for any objects in his way. If the object moves when touched, it might be a person. Depending on the sound/feel it gives back, he can check what ever the object was. If it's not a person, he will continue down along the wall.
Meanwhile his buddy/buddies have their right hand in contact with the lead firefighter's left ankle and scooting with them. This way they cover a far larger spread of ground. Once the person(s) is found, they will drag, carry, push, any way possible really, they will move the victim back the way they came because they know the way they went was safe.
It is also important to remember that the Firefighter needs to check the floor before he moves into the room. Once going into the room, he will go right, and follow the right wall. ALWAYS. Next, when in a group of 3, the 2nd in the search line will go into most rooms, check it over, and then return out. (This is when doing a very detailed search because location of the victim is unknown)
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.
A telecommunicator (often referred to as a dispatcher)has a role different 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 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 hold 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).
Most command structures are run in this manner:
Rank: Fire Fighter(No insignia) Yellow Helmet: Normal Helmet, No Shield Junior Fire Fighter Yellow Helmet: Black Number Shield Fire Fighter
Rank: Lieutenant(One Bugle) Yellow Helmet: Red Number Shield Black Helmet : Senior Fire Fighter Black Helmet : Red Number shield 1st Lieutenant
Rank: Captain(Two Bugle) Red Helmet : Black Number shield 2nd Captain Red Helmet : Red Number shield 1st Captain
Rank: Chief White Helmet : Deputy Chief (3 Bugle) White Helmet : Black Shield Assistant Chief(4 Bugle) White Helmet : White Shield Gold (5 Bugle)
There is no set 'law' to the command structure. This is just a basic idea.
Structure fires[]
Buildings that are made of flammable materials such as wood are different from so called "fire-resistant" buildings such as concrete high-rises. Generally, a "fire-resistant" building is designed to limit fire to a small area or floor. Other floors can be safe simply by preventing smoke inhalation and damage. All buildings suspected of being on fire must be evacuated, regardless of fire rating.
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 of arriving fire crews. Furthermore, fire prevention can take on a special meaning for property where hazardous materials are being used or stored.
Some fire fighting tactics may appear to be destructive, but often serve specific needs. For example, during "ventilation" firefighters are often forced to open holes in the roof or floors of a structure (called "vertical ventilation") or open windows or walls (called "horizontal ventilation") to remove smoke and heated gases from the interior of the structure. Such ventilation methods are also used to locate victims quicker as visibility increases and to help preserve the life of trapped or unconscious individuals due to the poisonous gases inside of the structure. Vertical Ventilation is absolutely vital to firefighter safety in the event of a Flashover or Backdraft scenario. Releasing the flammable gasses through the roof often eliminates the possibility of a backdraft and by the removal of heat the possibility of a flashover is reduced significantly. Flashovers, due to their intense heat (900 - 1200 degrees fahrenheit) and explosive temperaments are almost always fatal to firefighter personnel. Precautionary methods, such as busting a window out, often 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, movable property is moved into the middle of a room and covered with a heavy cloth tarp (a "salvage cover"). Other steps may be taken to divert or remove fire flow runoff (thus salvaging property by avoiding unnecessary damage), retrieving/protecting valuables found during suppression or overhaul, and boarding windows, roofs and doors against the elements and looters.
Fire control[]
Fire control (or fire fighting) consists of depriving a fire of fuel (Reducing Agent), oxygen (Oxidizing Agent), heat and/or the chemical chain reaction that are necessary to sustain itself or re-kindle (also known as the four components of The Fire Tetrahedron). Firefighters are equipped with a wide variety of equipment to accomplish this task. Some of their tools include ladder trucks, pumper trucks, tanker trucks, fire hose, and fire extinguishers. Very frequent training and refresher training is required.
Structure fires may be attacked, generally, either by "interior" or "exterior" resources, or both. Interior crews, using the "two-in, two out" rule, may advance hose lines inside the building, find the fire and cool it with water. Exterior crews may direct water into windows or other openings, or against other nearby fuels exposed to the initial fire. A proper command structure will plan and coordinate the various teams and equipment to safely execute each tactic.
See also Fire suppression for other techniques.
Equipment[]
A partial list of some standard equipment used by firefighters:
Flat-head and pick-head axe
Closet hook
Pike pole
Halligan bar
Bunker gear, including turnout jacket and pants
Fire-retardant, pathogen and chemical resistant and water-resistant boots with steel toe and a full length steel sole
Flashlight
Nomex and Carbon hoods
Self-Contained Breathing Apparatus (SCBA)
Helmet, face mask and/or visor
NFPA-compliant, fire-resistant work gloves
PASS device (Personal Alert Safety System)
Handheld radio
Hydraulic rescue tools
Duck-bill lock breaker
Spanner wrench
Circular saw ("K-12")
Cutters Edge
RayTek laser heat gun
Thermal Imaging Camera(infrared)
Pager/Mini Scanner(for fire alerts)
History of fire brigades[]
The history of organized combating of structural fires dates back at least to Ancient Egypt. Today, fire and rescue remains a mix of paid, call, and volunteer responders. The UK has the retained fire service, whereby fire fighters are on call with pagers from their homes and/or place of work. See article history of fire brigades.
Firefighting worldwide[]
Traditions, protocol, and trends in firefighting vary from country to country. For more information on national firefighting procedures, see article Firefighting worldwide.
Rank[]
A list of various ranks for firefighters around the world:
Auxiliary Firefighter – a volunteer fire fighter, mainly in smaller jurisdictions
Probationary Firefighter – a new firefighter under probation
1st Class Firefighter – a full time/non-probationary firefighter
Senior Fire Fighter – a senior non-officer firefighter whom provides command and control at fire scene; also refer to as Leading Firefighter in the British Army
Sub Officer - used in British Army
Firefighting topics[]
Personnel
Firefighter • Fire marshal • Fire Master • Firefighter Assist and Search Team • Fire Police • Smokejumper • Station officer • Volunteer fire department
Facilities
Fire lookout tower • Fire Service College • Fire station
Equipment
Glossary of firefighting equipment • Bunker gear • Fire apparatus • Fire chief's vehicle • Fire extinguisher • Fire hose • Fire hydrant • Fire retardant • Fire siren • Fire station • Fireman's switch • Flame retardant • Heat detector • Helitack • List of fire-retardant materials • Nomex • SCBA • Siren • Smoke detector • Splash suit • Super Scooper • Thermal imaging camera
Terminology
Glossary of firefighting terms • Glossary of wildland fire terms • Dead Man Zone • Draft • Fire classes • Fire control • Fire safety • Fire triangle • Fireman's carry • Firewall • Flash fire • Forcible entry • Gaseous fire suppression • Master stream • Stop, drop and roll • Structure fire • Two-in, two-out • Ventilation • Wetdown • Wildfire
Miscellaneous
Aerial firefighting • Firefighting worldwide • History of firefighting • International Association of Fire Fighters • International Firefighters' Day • List of historic fires • List of firefighting films • National Fire Incident Reporting System • National Fire Protection Association • World Police and Fire Games • Saint Florian, patron of firefighters
See also[]
Advanced Life Support (ALS)
Bushfire
Brush truck
Company officer
Country Fire Service
Emergency Medical Services
FDNY
Fire/Burglar alarms
Fire apparatus
Fire chief
Fire department rehab
Fire station
Fireboat
Firemen's pole
Fire Police
Fire safety
Firefighting worldwide
Fire Fighter Fatality Investigation and Prevention Program (U.S.)
Glossary of firefighting equipment
Glossary of firefighting terms
Glossary of wildland fire terms
History of fire brigades
Helitack Crew
Hotshot crew
International Association of Wildland Fire
Junior firefighter
Emergency medical technician
Incident Command System
LAFD
List of historic fires
Leatherhead (helmet)
London Fire Brigade
Paramedic
Portal:Fire
Smokejumper
Smoke detector
Volunteer fire department
Water tender
Wildland Firefighter Foundation
References[]
[]
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https://station-pride.com/2017/03/06/evolution-of-a-fire-service/
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Evolution of a Fire Service
|
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2017-03-06T00:00:00
|
As the Editor-in-Chief of Station Pride, I've gained an interesting perspective on the American Fire Service. From our follower's, there have been numerous debates, discussions, arguments, inappropriate comments, judgments, learning moments, and praise. I'll be forever grateful for the experience Station Pride followers provide and additionally grateful for the support of our movement. Processing, and…
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en
|
Station Pride
|
https://station-pride.com/2017/03/06/evolution-of-a-fire-service/
|
As the Editor-in-Chief of Station Pride, I’ve gained an interesting perspective on the American Fire Service. From our follower’s, there have been numerous debates, discussions, arguments, inappropriate comments, judgments, learning moments, and praise. I’ll be forever grateful for the experience Station Pride followers provide and additionally grateful for the support of our movement. Processing, and sometimes engaging in, discussions has been a far-reaching educational experience for all of us here. We all come from some place different and we’ve each learned a special nugget of information unique to our firefighting environment.
As a fire service, we collectively live the same values; the preservation of life, property, and the environment. From that basic statement evolves an entire mission taken on by men and women who believe that cause to be a righteous one. The execution of that mission happens in every which-way possible. Effectively meaning that 27,198 fire departments in the United States, are all executing the same mission just a little bit differently than each other.
There is a myriad of valid reasons for the oddities between departments. One obvious difference among fire departments is geography, California tackles its fire problem different than New Jersey because each geographic location has a different fire problem with different fire needs.
What’s less obvious is the nuances. The small things that make us all different even if we are the same.
Have you ever experienced that moment, while visiting a different fire department, that causes you to cock your head to one side? You think to yourself, why are they doing things this way? It’s awfully archaic, or progressive, or bizarre, you might even think what you’re seeing is stupid. That hose load looks weird, I’ve never seen a tool like this before, why is there a homemade such and such. When you find yourself in those moments of noticing a strange difference between what you know and what you’re seeing, you’re actually witnessing the process of individual fire service evolution.
Every fire department starts off somewhere small. They’re born from one station, perhaps growing to two and even many as time passes and the population grows. Like children, each department grows up becoming who it was meant to be. All the guidance, helping hands, tough lessons, discipline, and difficult choices along the way, help to shape and mold what that department has become today. Every fire department is the hero of its own story.
As part of this evolution we end up with different rank structures, some fire departments have sergeants, crew chiefs, lieutenants, engineers, chauffeurs, and driver operators. We call vehicles Engines, Pumpers, Wagons, Ladder’s, Trucks, Rescues, Ambulances, cars, command vehicles, buggy’s. Rhode island calls Ambulances “Rescues” and they call a Rescue Truck a “Heavy Rescue.” On the Westcoast it’s flys in and on the Eastcoast, it’s flys out. Once again, every decision, whether thoughtfully made or culturally driven, is a small piece of each department’s evolution.
Fire service evolution has spawned new tools like the Boston rake, the San Francisco hook, the New York Roof hook, the Cleveland load, the Denver hose pack, triple load, and much more. Each tool, hose load, process, strategy, tactic, and norm was solidified by decisions and solutions found and executed for individual challenges by individual departments. Some departments are aggressive with tactics, others are more reserved and cautious which is a direct cause of fire department cultural evolution.
As a fire service, we have a few guiding lights of standardization. We have standard training materials provided by IFSTA, and an industry standard provided by the tireless efforts of the NFPA. Handfuls of national efforts to further standardize response efforts include First Net, Presidential Directive #5, NIMS, and FEMA’s EMI. But none of these have had much effect on individual fire service evolution. The way we do things is all different, yet the same.
Fire service evolution can’t exist without fire service leaders steering the ship. With every cultural norm, equipment purchase, solution based decision, strategic plan there is a firefighter, fire officer, or fire chief right there directing the evolution of the department. Evolution can be reactionary or intentional.
What is your department evolving into? Is it a premeditated evolution or a reactionary evolution. One of them you are in control of, the other one controls you.Are you even paying attention to it? Do you have a 5-year, 10-year, or even 20-year plan? With that plan, do you have a path laid out for achievement? Envisioning a long term plan is sometimes overwhelming. It’s imperative that you piece it out into manageable chunks.
A great example of controlling a fire department’s evolution is Boston, Kansas City, and St. Paul Fire taking the reigns on cancer prevention. Cancer prevention measures have wide-reaching affects on the quality of life for their firefighters. Not today, but tomorrow and for the rest of their lives. Is it perfect? No, but it’s an effort to swing the pendulum and control the evolutionary and cultural process. By developing processes and operational procedures, leaders are steering the evolution of their fire departments.
All specifics aside, it’s important we refrain from judgment when we see fire departments doing things we don’t quite understand from our own experience. Each department has evolved to solve the same problems in a way which works for them. It may not be what you’re familiar with but if it works for them, than what’s the big deal right? That old adage, “there are more ways than one to skin a cat” comes to mind. (Even though I’m not certain why anyone would, apparently our ancestors had an aversion for cats.)
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https://www.cville.org/221/Firefighting-Origins
|
en
|
Firefighting Origins
|
https://www.cville.org/DocumentCenter/View/789
|
https://www.cville.org/DocumentCenter/View/789
|
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A brief history of the fire service worldwide will add a nice outlook on how far we have progressed to modern day firefighting.
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en
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/DocumentCenter/View/789
| null |
Fire Protection During the Roman Empire
A brief history of the fire service worldwide will add a nice outlook on how far we have progressed to modern day firefighting.
Familia Publica
The first recorded attempts to control the ravages of fire took place about 300 B.C. in Rome, where firefighting duties and night watch services were delegated to a band of slaves, the Familia Publica, supervised by committees of citizens.
Corps of Vigiles
During the reign of Augustus Caesar (Gaius Julius Caesar Octavianus) from 27 B.C. to 14 A.D., Rome developed what might be considered the first municipal-type fire department by organizing these slaves and citizens into a Corps of Vigiles (watch service).
The Corps of Vigiles represents the first organized form of fire protection. Night patrolling and night watch forces were its principal services. In addition, each of the vigils was assigned a particular task during a fire.
For example, some members called Aquarii, carried water to the fire scene in jars. Later aqueducts were built to carry water around the city and hand pumps were developed to help get the water to the fire.
Earliest Recorded Fire Chief
The earliest recorded Fire Chief was the Praefectus Vigilum who was charged with overall responsibility for the Corps of Vigiles. Roman law decreed that Quarstionarius, the Roman equivalent of today’s State Fire Marshall, determined causes of all fires.
Equipment
During the time of the Roman Empire, leather hoses came in to use and large pillows were carried to the scene so people could jump from tall buildings.
Fire Protection In Colonial America
Night Fire Watches
Night fire watches were instituted in the larger cities of America in colonial times. In Boston in 1654, a bellman was put to work from 10 p.m. to 5 a.m. These volunteers were called the “rattle watch” because of the large rattles used to sound alarms.
The night fire watch service was a community institution before there were municipal police forces. As a result of a disastrous fire in Boston in 1631, the first fire ordinance in America was adopted. It prohibited thatched roofs and wooden chimneys.
First Paid Fire Department
Another large fire in Boston in 1679 led to the organization of the first paid fire department in North America, if not the world. Boston selectmen imported a fire engine from England and employed a fire chief, Thomas Atkins, and twelve firefighters to operate it.
In colonial American communities, each homeowner was required to keep two buckets on hand. When church bells rang to report a fire, people formed lines to pass water from wells or springs to the fire. Although when fire engines were introduced, companies were organized to operate the engines, citizens still were required to respond with buckets to fill the engines.
As late as 1810, Boston citizens were subject to a dollar fine for failure to respond to alarms with their buckets. By 1715, Boston had six fire companies with engines of English manufacture. This was before either New York City or Philadelphia had a single engine in service.
Union Fire Company
In 1736, Benjamin Franklin recommended the formation of a volunteer firefighting force called the Union Fire Company and served on it as America’s first volunteer fire chief. Franklin also organized the first fire insurance company in the United States, the Philadelphia Contributionship.
However, the actual job of firefighting was performed either by the fire companies operating under the authority of the municipality or by independent volunteer companies that owned their own stations and apparatus. American insurance companies frequently contributed to the support of the volunteer fire companies.
Great Chicago Fire
Even in the 1800s, American fire protection and prevention regulations still required major disasters before they were enacted and enforced, as can be evidenced by the great Chicago fire. On October 9, 1871, a sweeping conflagration destroyed most of Chicago.
Following the great Chicago fire, the Chicago City Council decreed that the city be rebuilt of brick and stone. Fire Prevention Week, established in 1922 to mark the anniversary of the Chicago disaster, is intended to serve as a reminder of the destructiveness of fire and the importance of its prevention.
San Francisco Earthquake
In 1906 the San Francisco earthquake and resulting conflagration caused six hundred seventy-four (674) fatalities and destroyed more than 28,000 buildings. It is considered the last of the huge urban conflagrations in the United States.
Updated Equipment
Later in the early 1900s, fire hydrants, updated fire apparatus, hose, tools and equipment were all improved.
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https://www.randolph.edu/academics/workforce-development/public-safety/fire-rescue-services.aspx
|
en
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Fire and Rescue Services
|
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Randolph Community College- take fire and rescue services.
|
en
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/_global/images/favicon.png
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https://www.randolph.edu/academics/workforce-development/public-safety/fire-rescue-services.aspx
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Become a firefighter, learn to save lives, prevent property destruction and keep yourself and your fellow firefighters safe with our Fire and Rescue Services training program. Whether you're looking to begin your firefighter training in preparation for a career or are seeking to maintain your certification or develop new skills, this program offers what you need.
Even better, you'll get to train in our Emergency Services Training Center and put your new firefighting skills to the test.
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dbpedia
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3
| 54
|
https://www.firemiddleeastmag.com/it-started-with-a-bucket/
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en
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It started with a bucket
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Fire Middle East magazine is the focal point for fire and rescue technology news in the Middle East.
|
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https://www.firemiddleeastmag.com/wp-content/uploads/2015/12/favicon-2.ico
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https://www.firemiddleeastmag.com/it-started-with-a-bucket/
|
Firefighting as an organised operation is as ancient as known history can tell us explains Ashley Price, Vice President, Fire Science Academy, KSA. The first historical accounts of organised fire brigade operation are believed to be from the Roman period in 115 BC, however, almost certainly predate this era and most likely were born from the efforts of volunteers or persons under a command directive.
The first indicators of fire brigade operations formalisation appear, not surprisingly, in heavily concentrated urban environments (The Cities of Ancient Rome, Alexandria, London and later Philadelphia to name a few time transient examples) where containment of a fire could mean the difference between an isolated incident or total loss of a city.
The ancient Roman Vigiles (only 2000 years ago) were arguably the first organised group of trained, full time career, professional firefighters. As population, urbanisation, industrialisation and transportation has evolved and grown across the millennia, even with the advances in the technologies we employ for firefighting and emergency response today, there is no escaping the absolute need for robust organisation and sound operational execution. We have come a long way since the ‘Bucket Brigade’, as indeed have the circumstances and responsibilities we carry in relation to our emergency response efforts during incidents.
Many organisations within the Middle East region are now faced with such responsibilities and with those responsibilities comes the challenge of establishing, operating or outsourcing their own emergency response services. Whichever route is taken to implement the services, understanding how they are managed is critical.
Which standard?
Determining which standard might be used to organise a fire department is not an easy question to answer. The response is ultimately driven by the level of service your organisation is responsible for providing and this inevitably involves local and national directives.
Fire departments within the United States, as well as many other regions of the world are a combination of full-time career organisations, hybrid volunteer/full time career or, completely volunteer. There are now (fairly recent in their 20 year development and introduction) established National Fire Protection Association (NFPA) standards for both career and volunteer organisations: NFPA 1710 – Standard for the Organisation and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, and, NFPA 1720 – Standard for the organisation and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments. Both these standards are really more focused on defining levels of service (response times) through deployment capabilities, staffing levels, standardising terminology and methodology within the field of public safety emergency response. They really apply to Federal Government or State Municipality funded departments. Keep in mind that there are over 29,000 fire departments with over 1.1 million firefighters operating within the United States and many of these long established departments already have formal organisational and operational structures that have evolved over time. The standards therefore, are more for established fire department best practice, standardisation and harmonisation as opposed to being a ‘from scratch’ building block guideline.
For privately, non government or State funded fire departments, that are established for specific sites or organisations, NFPA 600, The Standard on Facility Fire Brigades is often utilised. However, this standard really evolved from the need for industrial fire brigades tackling site specific incidents and essentially assumes that operations are limited in scope (levels of service). The limits are dictated by the minimum level of training for fire brigade personnel that allows tactical intervention, be it Offensive action or Defensive action to that prescribed level of training which in turn correlates to the NFPA 1081 Standard for Facility Fire Brigade Member Professional Qualifications. As the NFPA 600 standard is ultimately written with facilities within the United States in mind, it assumes that there will be support by a career and or volunteer fire department operating under government or regional governing entity control which essentially operate to a more diverse and higher level of emergency response standards. Therefore, NFPA 600 is not a standard aimed at the provision of services to the public, it does not define levels of service (response times) or staffing levels and limits the level of action that can be un undertaken by a facility fire brigade for logical reasons.
Food for thought
We use the term ‘City’ very often in the Middle East to describe a large area dedicated to a particular type of development or economic growth or service initiative. For example, an Economic City might be a major area dedicated to light industrial, pharmaceutical or technological industry, a Medical City might be a massively consolidated area for health services, Sports City, Resort City etc. etc. Some university campuses are the size of small cities. If you are the authority having jurisdiction and have responsibility for the provision of emergency services, you will have heavily diverse risks and as such, creation of an emergency response organisation capable of appropriate service delivery is a key challenge.
Risky business
Development of an emergency response Organisation and Operations document should always take account of the risks and responsibilities for response to those risks. Any expanded site with different types of risk (e.g. traffic, industrial structures, warehouse buildings, office buildings, residential buildings, aircraft, trains, ships etc.) is the starting point from which we plan. Any of these risks could require a Medical, Fire, Rescue or Hazardous Materials response.
From an Organisation and Operation perspective, response or service levels addressing such risk will need to be achievable and deliverable to an accepted standard. Organisation and Operation must be permanent, maintained and improved upon as necessary, and, dependent on the degree of responsibility in terms of service level, must allow Key Performance Indicators to measure effectiveness.
Even with the heavily simplified categorisation of risk and establishment of response goals, we can immediately see that the process of developing an Organisation and Operations document needs clear guidance.
Pick ‘n mix
Dependent on the extent of service level required, We know we have the NFPA standards of 1710, 1720 and 600 to use as guides. Given the situations faced in the Middle East for the provision of emergency response services, consideration of the level of support that can be expected from government funded agencies and the operational remit we gain from governing entity control should help us determine what the capabilities of our emergency response organisation needs to be.
As we have discussed earlier, NFPA 1710 and 1720 already assumes Organisation and Operation is already in place (it is geared more towards harmonisation and compliance). If we are starting from scratch, then some core building blocks for our Organisation and Operations document from NFPA 600 (Chapter 4 of the 2015 standard) that are essential would be a very solid starting point:
Organisation structure
Administration
Standard Operating Procedures
Incident Management System
Risk Management Policy
Training
Drills
Records of Training and Drills
Member Responsibilities
Medical and Physical Requirements
Equipment requirements
Apparatus requirements
We can follow the whole NFPA 600 standard if our remit only requires the level of response that an NFPA 1081 Fire Brigade member can deliver.
However, if we have to deliver more expanded services, demanding personnel with more advanced training and broader operational capability, then we can start to incorporate elements of the NFPA 1710 or 1720 standards (specifically elements from Chapters 4, 5 and 6 of NFPA 1710 – 2016 Standard or Chapters 4, 5 and 6 of NFPA 1720 – 2014 Standard) as appropriate to the areas of our operations.
The concept of mixing these NFPA standards to meet a goal may seem unusual, however, from my observations of the challenges faced in the Middle East and the design parameters of the relevant NFPA standards being essentially designed around entities in the United States, I believe this incorporates the best practices of NFPA with localised necessity. Whichever direction is taken, regulatory compliance with the government or regional entity your organisation falls under will still need to be met and satisfied. In many instances, government and regional entities are specifically utilising NFPA standards.
Mix and match
In terms of training standards, as we have mentioned, NFPA 1081 is the minimum standard for a facility or industrial fire brigade (not intended for public service). This training standard does not replace the NFPA 1001 Firefighter I & II standard as required by a career or volunteer firefighter operating in a service to the public. There are further specialised standards for training also and for very good reason, everything we do as responders can be application specific and life critical, as such, only the highest standards of training can be employed. That said, if an organisation is responsible for the delivery of more expanded emergency services, then so the level of training and certification must increase also. Matching appropriately qualified personnel to the tasks is mission critical.
Veni, vidi, vici
The above words from the Latin language (attributed to Julius Caesar) mean ‘I came, I saw, I conquered’. The words were spoken to illustrate how achievement of victory was gained from efficient organised actions (something we know the ancient Romans were famous for). The goal for Organisation and Operation in our profession should be the same.
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https://www.ccohs.ca/oshanswers/occup_workplace/firefighter.html
|
en
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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.
|
en
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/assets/favicon.ico
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https://www.ccohs.ca/oshanswers/occup_workplace/firefighter.html
|
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://www.cityofvancouver.us/departments/fire-department/
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Vancouver Fire Department -
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2023-05-05T18:46:13+00:00
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Vancouver Fire is one of the busiest and fastest-growing fire departments in the region. We serve more than 294,000 residents and visitors across 90
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en
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The City of Vancouver, WA
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https://www.cityofvancouver.us/departments/fire-department/
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EMS
Emergency Medical Services, or EMS, is a vital public service that delivers emergency care to victims of sudden and serious illness or injury.
In the Vancouver area, EMS is delivered in a multi-tiered system by firefighter-EMTs and fire medics from the Vancouver Fire Department and paramedics from American Medical Response.
In Vancouver, and throughout the country, EMS calls typically comprise more than 80% of the total emergency calls received by public fire-rescue agencies.
The EMS system depends on the availability and coordination of many different elements, ranging from an informed public capable of recognizing medical emergencies to a network of metro area trauma centers capable of providing highly specialized care to the most seriously ill or injured.
The 911 emergency center, search and rescue teams from the VFD and public support for prehospital care are some of the critical elements necessary for the EMS system to work.
The Vancouver Fire Department’s Paramedic and EMT firefighters are an important part of the EMS system.
Ambulance Services
The City of Vancouver has contracted directly with AMR to provide ambulance service to citizens since 2015.
Goals and objectives
Maintain or potentially improve emergency medical service.
Keep patient charges as low as possible.
Assure equitable distribution of costs and levels of service throughout the county.
Assure highest accountability for results through direct oversight and governance relationship.
Background
Ambulance services within the City of Vancouver used to be provided through an interlocal agreement with EMS District 2 originally signed in 1993. The service was user-fee supported and AMR was contracted to provide ambulance services.
EMS District 2 encompasses the cities of Vancouver, Battle Ground, La Center, Woodland, and Ridgefield and the unincorporated areas of Clark County.
In 2015, the City of Vancouver began contracting directing with AMR to provide ambulance services to its citizens, instead of through the EMS District 2 interlocal agreement. This change was made for the following reasons:
The Board of Clark County Commissioners serves as the EMS District 2 Board and has sole final approval authority. The other partner agencies, Including the City of Vancouver, had no direct decision-making authority over the administration of the current EMS contract or the services provided.
The City of Vancouver has grown significantly over the 20 years that have passed since the EMS District 2 interlocal agreement was first signed. The city’s population generates 74 percent of the ambulance calls, and thus supplies a majority of EMS fees used to pay for the service.
The needs of City/urban and County/rural areas are different, and the city desires a more direct relationship with the ambulance service to better meet Its urban needs.
The Vancouver Fire Department (VFD) currently responds to medical calls. Due to the terms of the District’s contract, very little coordination was allowed to occur between the VFD EMS responders, and the ambulance provider, which resulted in duplication of effort.
By having direct oversight of the ambulance service, the Vancouver Fire Department will be able to develop the “hand in glove· relationship with the ambulance provider to better provide effective and efficient service to citizens.
Current Status
The contract with AMR to provide ambulance services was approved by the Vancouver City Council in November 2014. The contract went into effect on Jan. 1, 2015.
Read the 2022 Ambulance Services Annual Report to City Council
Special Operations – HAZMAT Team
The Hazardous Materials Response Team began service in 1986. This highly-trained and skilled team is one of numerous local government hazmat teams located throughout Washington.
What is a “hazardous material?”
A hazardous material, by definition, is “any element, compound or substance that poses an unreasonable risk to health or property and which, because of handling, storage, processing or packaging, may have detrimental effects on emergency personnel, the public, equipment and/or the environment.”
The Hazmat team is deployed to hazardous materials emergencies throughout Clark County and when requested, to other neighboring jurisdictions.
Personnel
The Hazmat team is staffed by career firefighters. Firefighters are assigned voluntarily to the team for a minimum of five years. While on-duty, team members are evenly dispersed among three shifts. Team members are on-call during off-duty hours.
Team members prepare pre-emergency contingency plans that are based on hazard and risk assessments of known hazardous material bulk storage and use facilities within VFD’s response area. Team leaders also participate in regional and state contingency planning, which includes hazardous materials transported over Clark County railroads and highways.
Special Operations – Marine Team
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VFD’s all-hazard quick response vessel, Discovery (Vancouver USA Fire Boat 1), provides rapid water response to fire, rescue and hazmat incidents occurring on or along the Columbia River between Lewiston and Astoria.
The rescue boat coordinates closely with other public safety marine units during emergency operations.
Discovery is staffed with well-trained firefighters who are qualified and approved to fill one or more of the following operational roles:
Water-based rescue and medical calls
Fire suppression on boats, docks and on shore
Search and rescue
Chemical/fuel spill response
Support during natural disasters, earthquakes or other large-scale incidents
Support for Hazardous Materials and Technical Rescue response operations
Law enforcement support
Dive team support
Using smaller “fast attack” vessels instead of the larger traditional fireboats provides both tactical and economic advantages, providing a quicker and more nimble response to marine fires and other emergencies and costing far less to operate and maintain.
Special Operations – Technical Rescue
Technical rescue is a special skills area of the fire service that focuses on the application of specific knowledge, skills, and equipment to safely resolve unique and/or complex rescue situations. Examples include rescues from confined spaces, trench collapse, water emergencies, structural collapse, and rescuing people trapped above or below grade or in other challenging situations.
The Vancouver Fire Department’s Technical Rescue Team is a group of personnel having advanced training and special equipment to safely and efficiently conduct technical rescue operations. The team works closely with the City’s Public Works Department.
Technical Rescue is akin to what Emergency Medical Service programs were to the 1970s, and Hazardous Materials programs were to the 1980s. It has gained prominence in our everyday lives with incidents such as Hurricane Andrew, the Northridge California Earthquake, and the Oklahoma City Bombing, where specialized rescue response is needed.
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https://www.talgov.com/publicsafety/tfd
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Tallahassee Fire Department
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The official website of the City of Tallahassee, Florida, a city which remembers its past while focusing on the future – a vibrant capital city: fostering a strong sense of community, cherishing our beautiful, natural environment, and ensuring economic opportunities for all our citizens.
|
en
|
https://www.talgov.com/
|
Training
Training is instrumental in the development and advancement of Fire Suppression & Rescue personnel, and our curriculum places an emphasis on customer service and professional fire service advancement. TFD achieves this by coordinating and delivering in-service training through practical skills activities, classroom course delivery and online curriculum. The training grounds consists of:
6 story multi-use training tower
2.5 story Class “A” burn facility
Natural gas and propane burn station
Regional Hazardous Material and Urban Search & Rescue training station.
Fire Suppression and Rescue
The Tallahassee Fire Department responds to nearly 400 structures fires, both commercial and residential, as well as approximately 200 vehicles fires, over 900 brush and rubbish fires, and more than 1100 vehicle rescues annually. As a result of the diversity of emergency calls, personnel must be properly equipped, trained, and at the ready to respond and mitigate any of these emergency situations. Beyond Leon County, the department also provides emergency response via mutual aid to communities in the surrounding area.
Citizens' Fire Academy
Wonder what it would be like to be a firefighter? Well now you can find out. The Department's Citizens' Fire Academy delivered twice annually, is an informative learning process that provides an opportunity for you to receive 5 weeks of classroom and field instruction regarding the various responsibilities held by firefighters. While attending, you will receive information and instruction on issues such as vehicle extrication, Liquid Propane (LP) Gas Fires, Fire Hose Deployment, Fire Attack, Fire Ventilation, Safety, Communications, Airport Fire Operations, Hazardous Materials, Vertical Rescue, Emergency Medical Procedures, and much more. All of this is enhanced by your opportunity to ride along with a company, rappel with a TRT member, and extinguish a Liquid Propane Gas Fire. The Academy is free.
EMS Programs - Community Involvement
To help promote good health habits and to prevent potentially serious illness, the Fire Department offers free blood pressure screening to you as a public service at all 16 fire stations located throughout Leon County. In addition to the free blood pressure check, you are given a card which maintains a record of your blood pressure readings. You are encouraged to take this card with you on visits to your physician for review. Learn more about lowering your blood pressure by reading this American Heart Association report.
The Difference Between BLS and ALS
Emergency Medical Technicians (EMTs) are trained in Basic Life Support (BLS) measures. To become an EMT, one has to attend and graduate from an accredited EMT school program. During this time, an EMT is taught how to deal with basic medical emergencies and trauma. Through classroom and practical education, the BLS provider becomes proficient in trauma care, cardiac and stroke care, CPR, advanced first aid, child birth, and basic medication administration. These skills allow a BLS provider to stabilize a patient until ALS care arrives, and/or until a patient is transported to a hospital for further medical care.
To become a Paramedic and be certified in Advanced Life Support (ALS), one must first complete an EMT/BLS level of training, followed by two years of college level courses including College Math, English, and Human Sciences. After prerequisites have been completed, one can apply for a Paramedic program. The training gained in Paramedic school expounds on EMT/BLS school. Skills learned include aggressive cardiac life support, pediatric life support, severe trauma, and many other life-threatening emergency medical conditions. Paramedics are also trained to start IVs, administer medications according to medical director, and perform advanced airway management. An ALS trained Paramedic is responsible for managing the emergency medical scene according to protocol, and for directing operations inside of the medical transport unit en route to the hospital.
American Heart Association Heart Ready Award
Recognizing that coronary artery disease is America's #1 Killer, advanced defibrillators are standard on our ALS units and over 50 have been deployed to our Basic Life Support units, staff vehicles and fire department facilities. This preparation has been recognized as the Department was awarded the American Heart Association's HEARTREADY Award .
Helping Hugs Program
When young children have suffered trauma from fire related injuries, medical emergencies, or accidents, department members will give the child a small stuffed animal for comfort. This helps to ease fear and anxiety the child may be experiencing due to the emergency situation.
Other Areas
Special Operations
Logistics
The Logistics Division supports the mission of the Tallahassee Fire Department by providing support services for fire suppression, hazardous material, and rescue operations. This support includes:
Maintaining and supplying personnel with uniforms and protective equipment such as helmets, coats, pants, boots, and gloves
Management, maintenance, and stocking of 21 department facilities
Management of all department fire apparatus as well as support vehicles
Management and maintenance of all department technology needs
Management of the department’s Special Operations which include Hazardous Materials Task Force 2 Team, Urban Search and Rescue Task Force 7 Team and the Airport Operations for the Tallahassee International Airport.
Prevention
Each year, the personnel within Prevention interact with more than 2500 local businesses and places of assembly, including schools and churches, to implement and administer fire safety measures for the public as well as the employees who work in these establishments within our communities. Our inspectors assess and monitor each building for compliance with all life safety and current NFPA fire codes.
During an inspection, TFD will evaluate whether conditions at a business site are safe or if there are issues that are liable to cause a fire, which would result in unnecessary endangerment of lives and property. If these conditions do exist, TFD will advise the business immediately and consult with the owner/manager or designee about correcting these problems in a reasonable timeframe so the business will be safer and in compliance with fire codes.
Prevention also oversees the fulfillment of the department's home fire safety program with the free install of smoke detectors to elderly and low-income citizens. Public education and outreach regarding home fire safety is another responsibility of Prevention. This programming mainly includes fire safety presentations at public events and local civic groups as well as an annual Fire Prevention Week community event in October.
Update Your Emergency Information
Property managers and business owners can now update their emergency contact information and gate codes by using our online form. This will ensure our emergency personnel and first responders have the most accurate information and can be able to respond quickly and efficiently should the need arise.
Fill out the Emergency Contact and Occupancy Information Update Form (PDF)
Prevention Tips
Fire Extinguishers
Smoke Alarms and the Smoke Alarm Program
Other Areas
Investigations
Inspections / Plans Review
(Pictured left to right - John McCollum, Thomas Pinkney Coe and L. C. Tully Sr. - Horses are Dick and Jack)
The mission of the Tallahassee Fire Department is to provide for the safety and welfare of our community and our members through prevention, preparation and protection.
The City of Tallahassee's Fire Department has been fighting fires and responding to emergencies for more than 100 years. While Tallahassee developed as a city, firefighting was a community effort ranging from "bucket brigades" to hand and horse-drawn wagons. In 1868, the first volunteer fire company was established in the city. Volunteer fire companies came and went until in September of 1902, the Tallahassee Volunteer Fire Company was formed. In May of 1930 its named changed to Tallahassee Fire Department. With this came six paid firefighters and six volunteer firefighters who were paid only for drilling and responding to a fire. In March of 1915 the first motorized fire truck, an American LaFrance engine, was purchased for the sum of $8,000 and placed in service. In December of that year, all five fire horses (Tom, Jerry, Dick, Jack, Jake) were sold for one dollar each.
Fire prevention has been a large part of the fabric of the City of Tallahassee. In 1843, the city council enacted an ordinance that required all buildings in downtown Tallahassee to be constructed of fire resistive material. This was in response to the "Great Fire of 1843" that destroyed more than 90 structures in the downtown business district. The fire started in the Hotel Washington located on the SE corner on S. Monroe Street and St. Augustine Street. In less than 3 hours it spread north, all the way to Park Avenue where its Northward progress stopped. Unfortunately, the fire destroyed most of the buildings on the East side of Monroe Street to Calhoun Street and on the West side of Monroe Street to Adams Street. As a result, many items in the local newspapers at the time warned citizens of the dangers of defective flues and chimneys which created sparks on roofs. Because of this, it was recommended that ladders were to be readily available at all residences so neighbors could possibly put out a fire with a bucket of water.
Firefighting, fire prevention and responses to all types of emergencies have grown extensively in the last 100 years. Today TFD has 16 stations serving and protecting about 702 square miles of incorporated and unincorporated land in Tallahassee and Leon County and approximately 292,000 people. The department is comprised of 284 full-time certified firefighters, 260 of whom respond to over 28,000 incidents annually and 24 whom are on staff. In addition, 17 general support employees provide a variety of administrative support.
The face of firefighting is changing constantly. In Tallahassee's recent past, most calls were for fires, predominantly resulting from kitchen accidents, chimney sparks and arson. Now the department faces a multifaceted response requirement that is daunting, to say the least. Thirty-two percent of current emergency calls are for emergency medical services (EMS). To field approximately 15,000 EMS calls annually, TFD provides the largest non-hospital-based medical response force from Jacksonville to Pensacola. In the face of a major medical emergency in the community, TFD will be the first responder.
But, above and beyond the medical response mission of the department, TFD has trained its staff to respond to such specialized needs as arson investigation, structure collapse, high-angle rescue, extrication, search and rescue, and hazardous materials. TFD personnel review all new and existing commercial construction plans, and they also conduct fire safety inspections of these occupancies to ensure that the construction is in accordance with the approved plans. Additionally, TFD works with the county and state agencies and assumes the lead role for the city in planning ahead for and responding to man-made and natural disasters.
TFD has a long and distinguished history of responding to the public safety needs of the city and Leon County and other surrounding counties. The Department enthusiastically accepts this challenge. TFD continues to plan how to best serve and protect citizens for the next 100 years.
Learn more about TFD through our photo presentation (PDF)
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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/
|
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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https://doriccolumns.wordpress.com/welcome/aberdeen-city/fire-brigade/
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Fire Brigade
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2016-06-17T14:23:46+00:00
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City Fire Brigade - 1721 ~ In July 1762, Alexander England, Blacksmith & newly Elected Overseer of the Town’s Water-engines, gave in his account of the Town’s Fire Apparatus. It consisted of:-2 Water-Engines,31 Leather Buckets,3 Wooden Poles,2 Iron Hooks,4 Hatchets,4 Hammers,2 Crow-Irons,2 Small Ropes4 Heddars. Mr England hinted at the inadequacy of the Apparatus as near Medieval, but the…
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City Fire Brigade – 1721 ~
In July 1762, Alexander England, Blacksmith & newly Elected Overseer of the Town’s Water-engines, gave in his account of the Town’s Fire Apparatus. It consisted of:-
2 Water-Engines,
31 Leather Buckets,
3 Wooden Poles,
2 Iron Hooks,
4 Hatchets,
4 Hammers,
2 Crow-Irons,
2 Small Ropes
4 Heddars.
Mr England hinted at the inadequacy of the Apparatus as near Medieval, but the Magistrates felt no cause for Alarm.
1721 Aberdeen’s First Fire Appliance
1762 Newsham Engine kept behind the Freemason’s Lodge (New Inn).
1776 Fire Appliance kept at the Water House in Broad Street
1776-1835 Insurance Companies subscribe to Fire Appliances
1835 Permanent base annual sum of £100
How Aberdeen Bought its 1st Fire Engine
Accordingly, the Council appealed to the Freemasons “for the liberty of access to carry out & install the Fire Engine by the back passage or entry to the Mason’s Lodge.” (New-Inn) The appeal was Granted & after a triumphal demonstration of the amazing efficiency of the New Machine – it could direct a jet of water upon an object 60–ft high from a distance of 50-yds. (Aberdeen Press and Journal, 14th June 1733).
Few citizens of Aberdeen today have any conception of the revolution which has been carried out in our Generation in the City’s Appliances for Fighting Fire. Fewer still realise how ill-equipped the Town was in this respect in the days when the danger of serious Conflagration was much greater than it is now.
Narrow Escape: Within a month their complacency was shattered, for the Town narrowly escaped heavy damages from Fire. It is evident from the tone of a Council meeting held early in September that the Townsfolk would not have held them Guiltless had their Property suffered badly from the Fire. Accordingly, it was agreed that a new & up-to-date Fire Engine must be Purchased. Fire Engines, however, were costly & the Magistrates, being as canny a set as any in the Land, were unwilling to undertake the whole expense of procuring a new one. Some argued that, since the Fire Insurance Company would suffer as much as, if not more than, the Town, were a disastrous Fire to occur, it would be to its advantage to help buy a New one. The good Burgesses were so pleased with this idea that they decided to send the Provost & Baillie Burnett, a wealthy Merchant & Ship Owner, to London to request the Insurance Company’s aid to procure a New Engine.
An Expedition: They set out towards the end of September bearing with them a letter to the Directors of the Sun Fire Assurance Company. This letter announced that “the Proprietors of Houses & of Merchandise in Aberdeen are willing to contribute towards Purchasing one of the best Fire Engines” if the Company would lend its Aid. They did not hesitate to press the point that it was in the Company’s Interests to do so, for its Loss “would indeed be heavy since all are insured by the Sun Fire Office & no one by any other Office whatsoever.” The Petition gave rise to a heated argument. It was an unheard-of thing, some asserted, to contribute to the Purchase of a parochial Fire Engine & it was a precedent they should hesitate to Establish. The Parishes of London furnished their own Fire Engines; why should not this little Northern Burgh do likewise? Others again reminded them that the precedent had already been established, for twice Grants of £15 had been made. Accordingly, after much talk & discussion, the Directors were persuaded to make a Grant of £25-provided £65-£75 were laid out altogether. The Company’s Agents appear to have been Impressed by the Aberdeen Burgesses’ Arguments & Consented.
Provost Pleased: The Provost was pleased with his work & perhaps not a little surprised at his success, “for“, as he wrote to the Council “the Parishes here do indeed furnish their own Engines.” In many a Scottish Town, on the other hand, it was not unusual for each Company that had a considerable number of Clients to keep its own Fire Engine there. When Fire broke out, all the Engines were rushed to the Rescue, but only the one of the Company whose Client was involved was put into Action – the others stood by Idle, unmoved by the unavailing efforts of a Rival Agency. The Provost wasted no time. He & Baillie Burnett, accompanied by one of the Company’s Clerks, set out immediately to buy a Bew Fire Engine. They tried several Firms & at length, “at Messrs Newsham & Ragg, Engine Makers to His Majesty & all Public Offices,” found a Model sufficiently up-to-date to please them.
Words Failed: Words, indeed, failed the Provost when he tried to write in praise of the Engine they had Bought, so he contented himself with sending the Baillies the Company’s “full descriptive Pamphlet.” Actually, the New Engine was not radically different from the old ones in the Town’s possession; nor, for that matter, from the one described by Hero of Alexandria in 150-BC, for the Fire Engine was one of the earliest examples of the application of Mechanical Science to useful purposes. Richard Newsham’s Engines (d.1743) were famous in Europe & America (one had been purchased for New York) he had devised a system of Pumping, which both filled the Tank & Emptied it, thereby dispensing with the laborious task of carrying water bucketful by bucketful. There were other improvements listed as “10 conveniences peculiar to Newsham’s Engines.” Among these we read that the Engine might stand upon the uneven ground without rocking; that the wheels never needed to be bolted & that they were particularly large to minimise the danger of the Cistern overturning. The narrowness of the Engine (the largest was only a yard wide) commended itself to Narrow-Street Towns since Carts might pass freely up & down removing goods that were in danger.
Perfect: The other convinces were connected with Mechanical detail & so perfect did they make the Engine that the Makers found they could “confidently assert that these Machines seldom go out of order if they are built up in accordance with the simple directions enclosed with each.” For this “marvellous Engine,” the Provost wrote, he had paid only £70, with an additional £3 for hose & buckets, lest, by chance, anything should interfere with the Suction. The Provost & Baillie then returned home to await the arrival of this New Toy. The next problem was where to House it. A regular Fire Station such as there is nowadays was, of course, undreamed of – an easily accessible Backyard or Close, with a shed to store buckets & ladders, were all they desired. Louise B. Taylor.
This Insurance Sign is attached to the Front Wall of 1-High Street, Old Aberdeen. It indicated that this House was insured with the Sun Fire Office. From May 1767 until the early-19thC it was common practice to attach a Fire Insurance ‘Mark‘ to Buildings. They were usually small Lead or Cast Iron Plates painted in various colours & attached to the front of a Building about 3M from the Ground. Each Fire Office had its own ‘Mark‘ or Plate, distinguished by the Emblem, Insignia or Motto of the Committee. Each Fire Insurance Office had its own Fire Brigade & when a Fire broke out, Teams of Firemen were guided by the ‘Mark’. Only the Company ensuring the Building fought the Fire unless it threatened other Buildings. Sun Fire Office was the 1st to Establish a Branch in Aberdeen
Aberdeen Fire Assurance Co (1801-1823): In those early-days, the people of Aberdeen would have fought Fire armed only with buckets of water to quell the Flames & long-handled hooks for demolishing the flimsily Built Houses, so creating a Fire Break in the Narrow Streets of the Town. In 1721 the Town Council appointed a Watchman to patrol the Narrow Streets & Closes during the hours of darkness, raising the Alarm should Fire break out. During the 18thC various Fire Insurance Companies Opened Agencies in the City of Aberdeen, the 1st being Sun Fire Office which commenced Business in 1738. Many others followed as the City grew in size. In 1762 the City Council Purchased a Fire Engine from London, for the princely sum of £65. Half the cost was borne by the Sun Fire Office. The 19thC saw 3-Insurance Companies Engaged in Fighting Fires within the City of Aberdeen, each with their own Engine & Crew of Firefighters. By 1826 these Insurance Companies were amalgamated to form the Aberdeen Engine Committee, headed by Lord Provost Hadden of Aberdeen. The Committee Organised & ran the Fire Brigade until 1835 when all Engines & Equipment were handed over to the Police Commissioners who had been Granted additional powers to take full charge of Fire-fighting in the City of Aberdeen. Fire Stations during the 19thC were little more than Sheds for holding the Fire Engines & Equipment safely undercover. The 5-‘Stations’ were located at Footdee, Mealmarket Street, King Street, Concert Court & George Street. Firefighters were summoned to Duty during daylight Hours by the Ringing of the Town House Bell; by night it was the Duty of the Watchman to rouse the Firefighters from their Homes. Most of the serving Firefighters at this time were Members of the Shore Porters Society, a Company established in the City of Aberdeen in 1498.
It was not until 1885 that the 1st Steam Fire Engine was purchased with a purpose-built Fire Station located in Frederick Street to Accommodate it. This was augmented in 1893 with a larger ‘Steamer’ named ‘PrincesMay’. The Firefighters of the City of Aberdeen Fire Brigade were still only part-time at this time, with the Firemaster undertaking the Duties of the Lighting Inspector & his Staff pursuing other vocations such as Roof Slaters, Chimney Sweeps, etc. In 1896 a full-time Professional Establishment came into Service under the Command of Firemaster Inkster & Deputy Firemaster Pullock. These Professional Firefighters set about reorganising the City of Aberdeen Fire Brigade & Recruiting men suitable for the work involved. The Fire Station located in Frederick Street was Found to be grossly inadequate for the running of a full-time Brigade & Plans were laid in 1897 for a New Fire Station to be Built at 256 King Street. This Station was Officially Opened in 1899 at a cost of £16,500. At the time of the opening, the City of Aberdeen Fire Brigade consisted of 4-Officers, 12-Firefighters & 8-Auxiliary Assistants. In 1905, Aberdeen City Fire Brigade Purchased Scotland’s 1st Motorised Appliance. By 1923 all of the Brigade’s Appliances were Motorised, heralding the end of the Horse-drawn Era in Aberdeen. by the 1930s, the Aberdeen City Fire Brigade was renowned as being one of the most modern, best equipped & up-to-date Fire Brigades in Britain, a trend that has been maintained right through to the present day. Grampian Fire Brigade continues to lead, with the acquisition of the latest appliances & equipment available on today’s Market.
It must be appreciated that Aberdeen in those days was considerably smaller than it is now. It was also about that period that Aberdeen possessed its 1st Fire Engine. Regrettably, there is no record as to the type of construction of the Appliance or where it was kept. It was not until the year 1776 that Records indicate that the 1st real Fire Station in Aberdeen was at a Building called the Water House in Broad Street (Inset – Waterhouse Clock) & the Appliance or Fire Engine was kept on the Ground Floor of the Building. There is no record as to whether or not the Fire Engine then was the same one of 1721.
17th, 18th & 19thC Fire Engines: A Company was originally Established in c.1690 by Nathaniel Hadley, manufacturing Pumps & Fire-fighting Apparatus. The 1st Fire Engine Factory was built in 1738. In 1791 Henry Lott joined the Firm & later took over full control of the Company & when he retired handed it over to his nephew by marriage, Moses Merryweather (1791-1872). He & his sons, including Richard Moses Merryweather (1839-1877) Managed the Business & it was known as Merryweather & Sons. In the 1830s Customers included Parishes & Vestries in London & beyond including Ireland, Fire Insurance Companies including Sun Fire Office & the Hand in Hand, for other Businesses & for Individuals mainly the Aristocracy. In the 1840s the Company was based in Long Acre. In 1862 a New Factory was Built in York Street, Lambeth, for the Manufacture of Steam-engines. In 1876 another Factory was Built in Greenwich Road, Greenwich & 3-yrs later the Lambeth Factory was Closed. The Company took Limited Liability Status in 1892 & became Registered as Merryweather & Co Ltd. By the later 19thC, Merryweather had become Fire Engine Makers by Appointment to the Royal Family & sold Fire-fighting Apparatus across the world.
Between 1776 & 1855 there were many Destructive Fires & the Townspeople were greatly alarmed at this serious state of affairs. In 1855 the Council decided to put the Fire Brigade on a permanent & efficient basis & they agreed to an annual sum of £100 be set aside for this purposes. Up to this time, Insurance Companies subscribed to keep up the Fire Brigade of Aberdeen. The type of Fire Engine in 1855 was a Manual Pump. That is a hand-operated Pump. This required 24-men, 12 on each side of the Engine, to operate the Pump Handles. Volunteers from the Spectators were always available to do this strenuous task. It is reckoned that 10 to 15 mins Pumping was enough to practically Exhaust most human beings.
Aberdeen Fire Brigade 1875: By the end of the 19thC the Brigade was run on a Part-time basis. Firemen were paid a retaining Fee but continued in their normal Jobs being called out to Fires either by the Ringing of the Town House Bell in the daytime, or being woken by the Town Night-watchman/Policeman. Assistance with major Fires was often sought from Soldiers Stationed in the Castlehill Barracks & from men from the Royal Naval Training Ship Clyde. Prior to 1885, when the City acquired its 1st Steam Fire Engine (Horse-drawn). Fires were fought with a Manual Fire Engine as inset pulled by 2-Horses. It required Water to be Pumped by hand by about 24 men – 12 on each side of a central Pivot. The men in the photograph appear to be posed in front of such an Appliance. Note that they did not have a full Uniform, is only provided with Helmets & Large Buckled Belts until 1887. The 2-Lum-hatted gentlemen are probably Officials. It was not until 1896 that the Fire Brigade was put on a more professional footing when William Inkster was Appointed as the City’s Firemaster & Firemen became full-time.
As time went on improvements were made on that type of Appliance but it was not until 1885 that Aberdeen provided itself with a Mechanical Appliance. This Fire Engine took the form of a Horse-drawn Steam-pumping Appliance & this was kept in the Fire Station which by this time had moved to Frederick Street. This Appliance did noble work up to the year l893 when a more up to date Fire Engine was installed. This Appliance was called the ‘Princess Mary!. This also was a Steam Appliance but with a much-improved Design. The Fire Station at Frederick Street was looked upon as the Acme of Perfection until the Spring of 1896 when a serious disaster occurred. Although the Fire Brigade was called a Permanent Brigade the Firemaster and the Personnel at that time carried out various other occupations (Retained). For instance, the Firemaster was also the Lighting Inspector & the remainder were Roof-slaters.
On receipt of a Fire-call, this meant that a Messenger had to be sent all over Town to look for the Firemaster, who in turn had to Hunt up his Assistants. Valuable time was thus wasted and it is not surprising that a serious Disaster eventually happened. This Fire took place in No.30 Marischal Street where the Brigade arrived approximately 1-hour after the Alarm was given and were too late to save some of the Occupants & the Building, which was Destroyed. As a result of the Disaster & the resultant outcry, the Town Council Established the Fire Brigade on a basis somewhat similar to the present arrangement where the Fire Calls were received at the Fire Station where the Personnel were available & they turned out very quickly after the Call was received. One has to bear in mind that at this Period the Fire Engines were Horse-drawn & a Call meant that the Horses had to be harnessed to the Appliance. This procedure took very few minutes, indeed the Horses being so well Trained that when the Fire Bell Sounded they knew exactly what was required of them & they positioned themselves as soon as the Stable Door was Opened.
Globe Fire, Life, & Annuity Insurance – Agent, Henry C Oswald, 30 Marischal Street c.1853
Some Fires, of course, were some distance from the Fire Station which meant the Horses had to Gallop this distance pulling this Heavy Fire Engine & possibly a Fire Escape Ladder & it was not unknown for an expendable Horse to Collapse and on occasion Die after reaching the Fire. In 1897 Plans where put in hand for the Building of a New Fire Station in King Street. This was to be known as the Central Fire Station & in 1899 this very impressive Granite Building was Officially opened by Rotarian, Sir Alexander Lyon, the Convener of the Lighting, Watching & Fires Committee at that time. The Staff consisted of a Firemaster, Deputy Firemaster, 11-Permanent & 10 Auxiliary Firemen. The Appliances at this time were 2-Horse-drawn Steam Pumps, 1-Horse-drawn Escape Ladder & 6-Horses. About this time a number of sub-Fire Stations were Opened in various parts of the City in the following places: – Torry, Woodside, Mile-End. In each of these Stations was kept a Hose Cart & Ladders, with a Fireman in Constant Attendance.
The ordinary Horsed Fire-Engine is simple in its Design & Parts. The Vertical Boiler contains a number of nearly horizontal Water Tubes, which offer a great surface to the Furnace Gases, so that it may raise Steam very quickly. The actual Water Capacity of the Boiler is small, and therefore it must be fed continuously by a special Pump. The Pumps, 2 or 3 in number, usually have Piston Rods working directly from the Steam Cylinders on the Plungers of the Pumps. Between Cylinders & Pumps are Slots in the Rods in which rotate Cranks connected with one another & with a Fly-wheel which helps to keep the Running steady. After leaving the Pumps the Water enters a large Air Vessel, which reduces the sudden shocks of delivery by the cushioning effect of the Air & causes a steady Pressure on the Water in the Hoses.
The Stations fulfilled a valuable Service that an Appliance of a sort complete with an experienced Fireman was on the scene of a Fire in those further reaches of the City much sooner than the Fire Engine from King Street which also turned out to the Fire. One must bear in mind that the City was not nearly as extensive as it is now. Nevertheless, the Transport was not as speedy as it is now & it was necessary to provide this Service. With the advent of Motor Fire Appliances which were Faster, the Brigade arrived more or less at the same time as the Fireman from the Substation & eventually the Substations were Closed down. What with the Traffic situation now, Fire Stations in Torry & Woodside may eventually be required. again.
But efficient as the “Horsed” Engine is, it has its limitations. Animal Strength & Endurance are not an indefinite quantity; while the Fireman grudges even the few short moments which are occupied by the Inspanning of the Team. In many Towns, therefore, we find the Mechanically propelled Fire Engine coming into favour. The Power for working the Pumps is now given a 2nd Duty of turning the Driving-wheels. A parallel can be found in the Steam-engine used for Threshing-Machines, which once had to be Towed by Horses, but now Travels of itself, dragging Machine & other Vehicles behind it. The earlier types of Automobile Fire Engines used the Boiler’s Steam to move them over the Road. A powerful Steamer, which can be turned out within a Minute of the Call, can travel at any speed up to 3-mph & can Pump 500 gal per min continuously. Its success has led to the Purchase of other Motor Engines, some fitted with a Chemical Apparatus, which, by the action of Acid on a solution of Soda in Closed Cylinders, is enabled to aim Water impregnated with Carbonic Acid Gas on to the Fire the moment it arrives within working distance of the Conflagration & gives very valuable “First Aid” while the Pumping Apparatus is being got into Order.
2–Motor Fire-engines Built by Merryweather, London. That on the left is driven by Petrol, and in addition to Pumping-gear carries a Wheeled Fire-escape. That on the right is driven by Steam. Both types are much faster than Horses, being able to travel at a rate of over 20–mph. As might reasonably be expected, the Petrol Motor has found a fine field for its Energies in connection with Fire Extinction. Since it occupies comparatively little space, more accommodation can be allowed for the Firemen & Gear. Furthermore, a Petrol Engine can be started in a few seconds by a turn of a handle, whereas a Steamer is delayed until Steam has been Generated. Merryweather had built a 4-cyl, 30-HP Petrol Fire Engine capable of a speed of 40-mph. It has 2-Systems of Ignition, the Magneto (or small Dynamo) & the ordinary Accumulator & Coil, so that Electrical Breakdowns are not likely to occur. A fast Motor of this kind, with a Pumping capacity of 300 gal per min, was a great improvement.
Deep Lift Pump. Morris LIM Emergency Tender RG6980
In the year 1905 Aberdeen Fire Brigade, as it was known, made another significant step with regard to modernisation. The Fire Committee bought a Motor Hose-reel Appliance from Merryweather, Greenwich, a Firm of Fire Engineers. This Appliance was reputed to be the 1st Motor Fire Engine in Scotland. Very useful work was carried out by this Machine & in March 1912 another Motor Appliance was added to the Brigade Fleet. This appliance was a 75-HP “Halley” which carried a 500-gal capacity Turbine Pump. The Purchase of this machine was virtually the beginning of the end of Horses in the Brigade. Four horses were dispensed with leaving only 2 to pull the Horse-drawn Escape Ladder or Steamers where necessary. The “Halley” Fire Engine attended most of the Fires in the City which varied from 160 – 210 calls per year.
Fire Engine Stations, c.1882
Central, King Street; Broad Street; Fountainhall Road; 101 Chapel Street; 92 Causewayend; Mid-Stocket Road; Short Loanings, Old Aberdeen & Great Northern Road, Woodside.
1906 – Merryweather Hose Reel Tender
Between 1921 & 1937 during the period that Firemaster F G Bell, MI Fire E, was in charge of the following Appliances & equipment was added:-
1912 1 Halley Motor Pump 500 gpm
1925 1 Morris Commercial Utility Tender.
1930 1-30 HP ‘Leyland Cub‘, Self Propelled Pump complete with hose reel & 30 ft. extension ladder. RG3712
1921 1-65 HP Dennis Pump Escape. RS4553
1922 1-65 HP “Halley” Self-propelled Pump complete with hose reel & 30 ft Ajax extension ladder. RS5222
1930 1-65 H.P. Leyland Metz 85 ft. Turntable Ladder.
1 Inspection Car. RG1066
1 Trailer Pump.
1 ‘Aberdeen’ Deep Lift Pump. Morris LIM Emergency Tender RG6980
1939 1 Bedford LIM
Fire Station – King Street
The Fire station in Kings Street was constructed during the tenure of Lord Provost Daniel Mearns, (hence Mearns Street) & cost £6,500. The building dates from 1807. The 23-Fire Fighters of the period had Horse-drawn Tenders, which did not completely disappear until the 1920s.
The strength of the Brigade had been increased as follows:-
1 Firemaster, 1 Deputy Firemaster, 18 Firemen, 1 Station Officer, 1 Station Attendant, 4 Auxiliary Firemen, 1 Motor Mechanic.
The Duty System in Operation during this period allowed each man one day off in every 4 of 17 hours & 24-hours respectively. Otherwise, the Personnel were on Duty. The working day is made up from 7 am – 4 pm on Station. From 4 pm they were allowed to go to their Homes which were nearby the Fire Station and in which Alarm Bells were installed. In the event of a Fire, the man receiving the call at the Fire Station rang the General Alarm Bell in the Station which was coupled to the Firemen’s Houses ringing them simultaneously. It was reckoned that during the time the Personnel were actually on the Station the average time for a turn-out to a call was 30-40 secs. During the stand-down period when the Personnel were at home sleeping the time taken was 80-90 secs. In the event of a Serious Fire, the Personnel who were off-Duty could be called for Duty.
There were also, throughout various parts of the City, Police Box Call points which could also be used to summon the Fire Brigade if it was required. The requirement in making an Emergency Call, from a Telephone Kiosk was merely to ask the Operator for the “Fire Brigade“. With the advent of the Automatic Telephone Exchanges it was necessary to bring in the present 999 facility. In 1938 an Auxiliary Service was instituted & this was known as the Auxiliary Fire Service (AFS). This Service was also later incorporated in the National Fire Service. During WW2, the Aberdeen City Fire Brigade was Nationalised as were all Fire Brigades in Britain in August 1941 & was from then on part of the National Fire Service (NFS). This situation remained until 1948 when the NFS was disbanded & the Brigades returned to the Local Authorities. At least in England & Wales, this was the case. In Scotland, Fire Areas were Established numbering 11 altogether. These were areas which consisted of Cities, Burghs & Counties grouped to form one area i.e. North-Eastern Fire Area consisted of the City & County of Aberdeen & the Counties of Moray & Nairn, Banff & Kincardine. The area involved was in the Region of 3,600 sq miles & was protected by the New North-Eastern Fire Brigade which had its Headquarters in Aberdeen. Fire stations were Established in Strategic parts of the area and each was responsible for a particular section. Apart from the whole-time Stations in Aberdeen at the Central Fire Station at King Street & a Temporary New Station at Anderson Drive, the remaining personnel were on a retained basis. That is to say, the men worked at their normal Employment but were available in the event of a Fire-call. They were summoned to the Fire Station by the sounding of a Siren (ex-air raid warning Sirens) during the day & call bells during the Night. These Sirens could be Operated by the General Post Office Telephone Staff on receipt of a Call or by the Local Police. As Telephone communications improved so the procedure for calling out the retained Personnel had to be altered. In the North-Eastern Fire Area, it was decided to centralise the Calls on to the Control Room at Brigade Headquarters. This enabled all Fire Calls to be routed directly to the Control in Aberdeen & the Sirens Operated from Area Control.
In 1968 a new Administrative Headquarters & Operational Fire Station manned by whole-time personnel was opened at North Anderson Drive. The Fire Station in King Street was still maintained Operational because of its strategic position in relation to the Fire Risk in that part of the City.
Firemasters
1835 to 1878 Firemaster W. B. Bolton
1878 to 1896 Firemaster Anderson
1896 to 1921 Firemaster William Inkster
1921 to 1941 Firemaster F. Bell
1941 to 1948 National Fire Service
1948 to 1953 Firemaster J. Ross
1953 to 1968 Firemaster W. Woods
1968 Firemaster J. Donnachie – From notes by Jimmy Slater
William Inkster, 1859-1933 Orkney Seafarer To Aberdeen Firemaster: An Exceptional Life. – Leslie Larnder. The son of an Orcadian Crofter, William Inkster left his Island home on Rousay at the age of 15 to be Apprenticed to a Stromness Boat Builder, before travelling the World as a Ship’s Carpenter on Clippers for some 8-yrs. In 1889 he Joined the London Fire Brigade, where the qualities he wrought in his Nautical Career were transferred to his new life. The author, considers that the achievements of Inkster & his men were “little short of miraculous”. To put it into context, in the early 1900s, to tackle a major Fire, Aberdeen Fire Brigade could call on 3-Steam Fire Engines, a Combined Hose Tender & Escape Ladder, plus 20-Firemen, of whom 10 were Auxiliaries. Nowadays, a similar Fire in a large City might bring out more than 20-Vehicles around 100- Firefighters. A kind man, though ambitious & apparently proud, that Inkster possessed qualities above & beyond most of his contemporaries is made clear by the fact that he was awarded the King’s Police Medal & was chosen by his Colleagues as President of the Association of Professional Fire Brigade Officers, a “singular honour & achievement”. Having begun his Career at a time when “a Fire Engine responding to an incident in Victorian times would have been an exhilarating sight with the Horses galloping & straining every sinew & clouds of vapour emerging from the Steam Fire Engine“, Inkster retired on the grounds of ill health in 1921 after a long, fruitful career. He subsequently went home to his native Orkney where, for a time, he sat on Kirkwall’s Town Council. – Illustrated with Photographs of relevant Sites in Orkney & Aberdeen & some early pictures of Fire-fighting Teams & Devices, this Account has been meticulously researched.
Torry Fire & Police Station, 1891
The 1st Fire Station in Torry was located at the Junction of Victoria Road & Sinclair Road. This was a wooden Building which incorporated Police Cells, as well as Fire Hose Reels and hand-drawn Ambulances. The decision to Erect this building had been taken as a consequence of the Amalgamation of Torry (along with Woodside & Old Aberdeen) into the City of Aberdeen in 1891. Prior to this, the area had come under the jurisdiction of Kincardineshire Police. Chief Constable Wyness planned a series of Sub-stations to be erected across the City. The one in Torry was made of Teak & similar to Glasgow’s sub-Police Stations.
Torry Police & Fire Station, 1898: In 1898 the Station was moved to the Torry side of Victoria Bridge. Today the Site is occupied by a Café. The Building again Housed both a Fire Station & a Police Station. The sub-Fire Station was equipped with 2-Handcarts, 1 with a 250-ft Hose reel, whilst the other carried 300-ft of Hose & 2-small Ladders. The Fire Station continued in use until the early-1920s when all sub-Stations within Aberdeen were closed & the Fire Service became fully Motorised.
Torry Auxiliary Fire Station, WW2: – Immediately prior to the outbreak of Hostilities, in 1939, 9 Locations within Aberdeen were selected to be Auxiliary Fire Stations. In Torry, the Site was Cordiner’s Garage on Menzies Road. A number of part-time Firemen were subsequently trained up & allocated to each of the Auxiliary Stations. The Auxiliary Station was issued with Trailer Pumps which were Towed by specially adapted Civilian Saloon Cars. Of the Fires attended by the Firemen from Cordiner’s perhaps the most notable was that at Victoria Road School on 30th June 1940, which had been caused by a German Incendiary Bomb. Inset – This was a Voluntary Service. Robert Fergus Abercrombie (2nd from left) was Firemaster. c.1940.
Don Barracks at the Bridge of Don, killing 27-Soldiers. That evening a total of 29 Dornier 217s of Kampfgruppe 2, Flying from Stavanger, dropped Bombs in and around Aberdeen, killing a total of 98-civilians.
The force with which a jet of water leaves the huge nozzle of a powerful engine is so great that it would seriously injure a Spectator at a distance of 50-yards. The “kick-back” of the water on the nozzle is sometimes sufficient to overcome the Power of one man to hold the Nozzle in position with his hands & it becomes needful to provide supports with pointed ends to stick into the Ground, or hooks which can be attached to the Rungs of a ladder.
|
||||
3740
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dbpedia
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1
| 77
|
https://www.cityofboise.org/departments/fire/
|
en
|
City of Boise
|
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[] |
[
""
] | null |
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2024-03-07T00:00:00
|
Boise Fire serves a population of nearly 225,000 residents in Idaho's largest city. Services are delivered from 17 fire stations located throughout the city in a 130+ square mile response area.
|
en
|
/favicon.ico
| null | ||||||
3740
|
dbpedia
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2
| 22
|
https://www.fireengineering.com/leadership/the-things-that-matter-most-firefighters-and-priorities/
|
en
|
The Things That Matter Most: Firefighters and Priorities
|
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2023-10-25T20:26:23+00:00
|
David Conley explores the benefits of organizing priorities and provides a way to develop the habit through the use of the Eisenhower Matrix.
|
en
|
https://www.fireengineering.com/leadership/the-things-that-matter-most-firefighters-and-priorities/
|
By David Martyn Conley
It’s imperative for firefighters, company officers, and fire department command staff to organize their priorities. Poor organizational skills can have significant pitfalls on all three levels of the fire service, hindering the ability to efficiently and effectively serve the community. Poor organizational skills can also limit individual leadership goals. In this article, we will explore the benefits of organizing priorities and provide a detailed suggestion for developing the habit through the use of the Eisenhower Matrix.
The Power of Being Proactive
The Art of the Mutual Victory
Endvision: Effective Goal Setting for Success in the Fire Service
Growing Leaders Using E.M.P.O.W.E.R.ment
The principle of organizing priorities revolves around identifying what is most important and allocating time and energy accordingly. It may seem like common sense, but many people struggle with this concept, leading to a lack of direction and overwhelming workload. For firefighters, who operate in high-pressure environments where time is of the essence, effectively organizing priorities is essential. You must identify personal and professional goals. Once goals are identified, they can be prioritized based on importance and urgency. Important goals have a significant impact on life or work, while urgent goals require immediate attention.
The benefits of organizing priorities for firefighters are multifaceted. The first benefit is improved decision-making. By organizing priorities effectively, firefighters can focus on the most critical aspects of a crisis situation and make quick decisions based on available information. This allows them to act decisively and utilize resources efficiently.
Secondly, organizing priorities increases efficiency. Firefighters often face numerous tasks in a limited timeframe. By organizing priorities, they can ensure they are using time and energy optimally, completing tasks promptly.
During downtime, firefighters can greatly benefit from organizing their priorities. This practice helps them make the most of their limited time and energy, allowing them to efficiently complete tasks and recharge for their next shift.
It’s Personal
Another benefit to firefighters is assistance in tackling personal tasks and responsibilities. Firefighters lead demanding lives, often juggling their professional duties with family commitments, personal errands, and maintaining a healthy work-life balance. By organizing their priorities, firefighters can allocate specific time slots to address these tasks, ensuring they are not neglected or overlooked. Firefighting is a physically and mentally demanding profession, and it is crucial for firefighters to take time for themselves and engage in activities that promote relaxation and personal growth. By setting aside dedicated time for hobbies, exercise, or pursuing educational opportunities, firefighters can enhance their mental and physical well-being, ultimately improving their overall job performance. Firefighters must prioritize self-care. By setting aside time for activities such as exercise, meditation, and relaxation, firefighters can recharge and reduce stress levels, ultimately improving their mental and emotional health.
Furthermore, organizing priorities can also benefit firefighters in terms of maintaining and fostering strong connections with their colleagues and loved ones. Firefighters often work long hours and may miss out on important family events or social gatherings. By prioritizing their personal relationships, firefighters can schedule quality time with their loved ones, fostering strong bonds and nurturing these important connections.
Organizing priorities reduces stress. The job can lead to burnout. Organizing priorities can help firefighters reduce stress by empowering them to feel more in control of their work and personal lives, reducing the risk of negative outcomes.
Strategic Planning Informed by Fireground Leadership
Tips for Organizing Priorities
Start by identifying goals and prioritizing them based on importance and urgency. Breaking down goals into smaller, manageable tasks facilitates progress and motivation. Utilizing prioritization tools, such as the Eisenhower Matrix, can help categorize tasks based on urgency and importance, enabling individuals to efficiently manage their time and increase productivity.
The Eisenhower Matrix, also known as the Urgent-Important Matrix, was popularized by former U.S. President Dwight D. Eisenhower, who was known for his ability to effectively prioritize tasks. The matrix is a simple but powerful tool that divides tasks into four quadrants based on their level of urgency and importance. The quadrants are as follows:
Urgent and Important
This quadrant includes tasks that require immediate attention and have significant consequences if not completed promptly. These tasks are top priorities and should be dealt with as soon as possible.
When it comes to fire service professionals, the concept of urgency and importance holds even greater significance. The nature of their work involves dealing with emergencies that require immediate attention and can have serious consequences if not addressed promptly.
For fire service professionals, tasks falling into the “urgent and important” quadrant can vary, but they often revolve around the following key aspects:
Emergency response: Firefighters are responsible for responding to fires, accidents, and other emergencies promptly. These situations require immediate attention as every second can make a difference. The urgency of these tasks is evident, as delay or inaction can result in the escalation of an incident.
Life safety: Saving lives is the primary objective of firefighters. Whether it’s rescuing people from burning buildings, performing search and rescue operations, or administering medical aid to individuals in distress, these tasks are urgent and important. Fire service professionals are trained to prioritize life safety above all else, and ensuring the well-being of those affected by emergencies is of utmost importance.
Fire suppression: Controlling and extinguishing fires efficiently is a critical responsibility of fire service professionals. When faced with a fire, time is of the essence, as fires can rapidly grow and spread, posing a threat to both life and property. Responding quickly and effectively to suppress fires is necessary to minimize damage and prevent further harm.
Hazard mitigation: Firefighters also engage in tasks aimed at mitigating potential hazards in the community. This includes inspecting buildings and facilities for fire safety compliance, conducting public education programs to raise awareness about fire prevention, and providing guidance on emergency preparedness. These tasks are urgent and important as they contribute to preventing future emergencies and enhancing overall public safety.
The “urgent and important” quadrant is the heart of a fire service professional’s daily work. Their ability to identify and address tasks falling into this category promptly is a testament to their dedication, training, and commitment to serving and protecting their community. By prioritizing these tasks, fire service professionals are able to effectively respond to emergencies, save lives, and minimize damage.
Not Urgent but Important
This quadrant consists of tasks that are important for long-term goals and personal growth but do not require immediate attention. These tasks should be scheduled and given adequate time and attention to prevent them from becoming urgent in the future. For fire service professionals, understanding the relevance of the “Not Urgent but Important” quadrant is crucial for maintaining efficiency, effectiveness, and personal growth within their roles.
Firefighters and other fire service professionals often face high-stakes situations where immediate action is required to protect lives and property. This constant sense of urgency can make it easy to neglect tasks that may not have an immediate impact but are needed for long-term success.
The “Not Urgent but Important” quadrant can encompass a range of tasks. These may include maintaining and updating equipment, conducting regular training sessions, developing and implementing new protocols, or investing time in personal development and education.
While these tasks may not demand immediate attention, they play a vital role in ensuring the overall effectiveness and preparedness of fire service professionals. By regularly maintaining and updating equipment, for example, firefighters can reduce the risk of equipment failure during critical moments. Similarly, conducting regular training sessions allows professionals to hone their skills, stay up to date with new techniques, and improve their response times.
Developing and implementing new protocols is another important aspect that falls into the “Not Urgent but Important” quadrant. By dedicating time to evaluate existing protocols and identify areas for improvement, fire service professionals can enhance their operational efficiency, effectiveness, and even safety.
Furthermore, firefighters must invest in personal development and education to stay updated with the latest knowledge and advancements in their field. This may involve attending conferences, workshops, or pursuing advanced certifications. By doing so, firefighters can expand their skill set, enhance their problem-solving abilities, and become more effective leaders.
By recognizing the importance of long-term goals and personal growth, and allocating time to tasks within this quadrant, fire service professionals can ensure that they are well-prepared, efficient, and effective in their roles.
Urgent but Not Important
In this quadrant, tasks are urgent but lack real importance in achieving long-term goals. These tasks often arise from external sources and can be delegated or eliminated, if possible, as they tend to consume valuable time and energy.
For fire service professionals, understanding the concept of urgency versus importance is crucial to effectively prioritize their tasks and responsibilities. In the context of the fire service, urgency refers to tasks that require immediate attention or action due to their time sensitivity. On the other hand, importance refers to tasks that have a significant impact on achieving long-term goals and objectives.
Within the framework of the “Urgent but Not Important” quadrant, fire service professionals may encounter tasks that are pressing and demanding of their attention but do not contribute significantly to their overall objectives. These tasks may include things such as administrative duties, paperwork, or nonessential requests.
While it is important to acknowledge and address urgent matters promptly, fire service professionals must also be mindful of the importance of their time and energy. By identifying tasks in this quadrant, they can assess whether these tasks can be delegated or eliminated altogether, freeing up valuable resources to focus on more meaningful and impactful responsibilities. For instance, administrative tasks such as filling out paperwork, attending nonessential meetings, or responding to non-critical emails may be urgent in the moment but may not necessarily contribute directly to the core mission of firefighting and emergency response. Delegating such tasks to support staff or using technological solutions can help fire service professionals allocate their time and energy more efficiently.
By recognizing the specific relevance of the “Urgent but Not Important” quadrant to fire service professionals, individuals within the fire service can better understand the need to prioritize tasks based on their importance in achieving long-term goals. This understanding can lead to increased efficiency and effectiveness in fulfilling their responsibilities while ensuring that urgent matters are addressed promptly. Ultimately, this approach allows fire service professionals to focus their attention and resources on tasks that have a direct impact on the safety and well-being of the community they serve.
Not Urgent and Not Important
This quadrant encompasses tasks that have little to no value or contribution to personal or professional goals. These tasks are typically timewasters and should be avoided or minimized as much as possible.
This quadrant specifically refers to tasks that are not urgent and not important and has significant relevance for firefighters. In a field where time is of the essence and priorities constantly shift, identifying tasks that fall into this category is essential to maintain efficiency and focus.
Given the severity of the emergencies firefighters are called upon to mitigate, tasks that are not urgent and not important can be seen as distractions or timewasters. These tasks may include nonessential administrative work, unnecessary meetings, or engaging in activities that do not contribute to the overall goals and objectives of the department or organization. By recognizing the relevance of this quadrant, fire service professionals can focus their time and energy on tasks that truly matter. This allows them to focus on emergency response, training, and other critical activities that directly contribute to their mission of safeguarding lives and property.
Furthermore, avoiding or minimizing tasks that are not urgent and not important can help prevent burnout and overwhelm within the fire service profession. With an understanding of their priorities, professionals can better manage their workload, allocate resources appropriately, and maintain a healthy work-life balance.
The Benefits of Prioritization
The benefits of using the Eisenhower Matrix over other tools for organizing priorities are numerous. Firstly, the matrix provides a clear visual representation of tasks, making it easier to evaluate and prioritize them. This clarity helps individuals focus on what truly matters and eliminates the tendency to get caught up in unimportant or trivial tasks.
Secondly, the Eisenhower Matrix promotes effective time management by highlighting the distinction between urgent and important tasks. By categorizing tasks based on their level of urgency and importance, individuals can ensure that critical tasks are completed without neglecting long-term goals. The matrix also encourages individuals to proactively plan and schedule important tasks that are not urgent. By dedicating time specifically for important but non-urgent tasks, individuals can prevent them from becoming urgent and avoid the stress and pressure associated with last-minute deadlines.
Additionally, the Eisenhower Matrix promotes accountability and delegation. By identifying tasks that are urgent but not important, individuals can delegate them to others, freeing up their own time to focus on tasks that align with their goals and priorities.
Using the matrix to follow up on delegated tasks can be a valuable tool in ensuring that tasks are completed efficiently and effectively. Once a task has been delegated, it is important to maintain clear communication and provide support to the person responsible for completing it. The matrix can serve as a guide for following up and monitoring progress. One way to use the matrix for follow-up is by scheduling regular check-ins with the person to whom the task was delegated. This allows for a quick review of the task’s status and any challenges or roadblocks encountered. By addressing these issues promptly, it ensures that the task stays on track and can be completed within the desired timeframe.
Another method is to use digital tools or project management software that allows for task tracking and collaboration. These tools can provide visibility into the progress of delegated tasks, allowing team members to stay updated on their status and offer assistance if needed. By leveraging technology, individuals can easily monitor the progress of delegated tasks, identify any bottlenecks, and take necessary action to address them.
In addition to using the matrix for personal task management, modeling this habit can inspire others on your team to adopt the behavior, creating a more efficient team overall. When team members observe the benefits of effectively delegating tasks and using the matrix for follow-up, they are more likely to emulate these practices. This can lead to improved productivity, as tasks are completed in a timely manner and individuals can focus on work that aligns with their goals and priorities.
To inspire others, it is important to lead by example It is also helpful to provide guidance and support to team members as they navigate the process of delegating tasks and using the matrix for follow-up. This can include offering training or resources on effective delegation techniques and sharing success stories of how the matrix has enhanced productivity.
Overall, the Eisenhower Matrix is a valuable tool for organizing priorities as it helps individuals identify and focus on tasks that truly matter. By efficiently managing time and resources, individuals can increase productivity, reduce stress, and achieve their goals more effectively.
Regularly reviewing and adjusting priorities is vital, as they may change over time. This ensures the focus remains on the most important tasks and goals at any given moment.
Organizing priorities is a fundamental skill for firefighters, company officers, and fire department command staff. Using the Eisenhower Matrix or other prioritization technique can improve the decision-making process and aid in team efficiency and stress reduction. Whether in firefighting or other areas of life, organizing priorities is a valuable skill that can help achieve goals and lead a more fulfilling life. Take the time to identify goals, prioritize them, and use the Eisenhower Matrix to focus on what truly matters.
|
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1
| 20
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https://houstontx.gov/fire/about/unitsandterms.html
|
en
|
About the Houston Fire Department
|
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| 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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3
| 39
|
https://www.seattle.gov/cityarchives/exhibits-and-education/online-exhibits/strength-and-stamina-women-in-the-fire-department
|
en
|
Strength & Stamina: Women in the Seattle Fire Department - CityArchives
|
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The story of the courage, hard work, and perseverance it took for women to enter the all-male world of firefighting in Seattle.
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The Seattle Fire Department has grown through the years to accommodate Seattle's expansion, both in population and in size. The Department historically has been close-knit, proud of the loyalty of its members. From its early days as a volunteer unit, its roots were as a social and fraternal organization. Gaining members from the armed services, the fire fighting unit was called the "Combat Division," and by the mid-twentieth century had developed a strong male culture. The story of the women who changed the image of female firefighters from the unusual to the usual is one of courage, hard work, and perseverance.
Early Years: 1883-1915
The City of Seattle was incorporated in 1869 but with no established means to protect the City from "accidents by fire." Provisions in earlier charters were made for regulating markets, burying the dead, and preventing animals from running at large, but fire protection was not added until 1883. That year, the Charter created a fire department and provided for "fire engines and other apparatus, and a sufficient supply of water, and to levy and collect special taxes for these purposes...." Equipment purchases were funded, but not firefighters.
Seattle had seven volunteer fire companies by the late 1880s. Following the devastating Great Fire of 1889, a professional fire department was created with five district fire stations and a fire boat. By 1895 the Department consisted of "sixty two men fully paid and ten men at Fremont partially paid. "In the early years of the Fire Department, there was a thin line between one's personal and work lives. The Department acted as an intermediary when outside debts needed to be paid off, bore in mind reasons for tardiness when assigning demerits, and commonly received letters from landlords and others inquiring about employment status of the firefighters.
By 1909, the number employed in the Seattle Fire Department had grown to "a total of 228 full paid men" and by 1916, the number of those in the "manual force" was 611. A merit system was introduced in 1914 to administer discipline for violation of rules; tardiness was the most common offense.
Fully Manned: 1915-1960
During World War I, the Chief expressed concern that the Department was not "fully manned." He noted in 1917 that "if the experienced and trained men continue to leave the Department it will surely cripple its efficiency very materially." However, the problem quickly righted itself after the war, as the 611 men on the manual force in 1917 increased to 652 by 1925.
A focus on training methods between the wars formed Seattle's reputation as a model for others in the nation on training. In 1921, a School of Instruction was implemented to "institute uniform and standardized methods for handling equipment and instructing members." Drill work and endurance and physical fitness tests were developed. Testing showed that physical decline coincided with an increase in age. Daily calisthenics were instituted in 1921, and were required for members of each shift for 15 to 30 minutes a day.
A new system of drill school instruction was implemented on September 1, 1934. Instead of practicing four months out of the year and only at downtown stations, the drills were performed all year around at each fire station. Drills were conducted randomly without advance notice so that stations had to be ready at any time.
Down in numbers again because of World War II, the Department made use of the Volunteer Auxiliary in 1943 and 1944. Trained and maintained as a unit of the regular Department, the Auxiliary was thanked by the Chief in his 1943 annual report. "Serving wholly without compensation, and as direct contribution to the war effort, they have donated thousands of man-hours of their own time in order that they may be prepared to defend this city from fires or any other catastrophe."
Men returned to the Department after the war, however, and morale was high. A new 8-hour shift was implemented in 1947, requiring the hiring of a large number of additional firefighters, as well as "intensified training." The 1947 annual report stated that those entering the Department from military service were an asset: "Their enthusiasm carried throughout the organization, and as a result, employee loyalty and morale reached new highs."
Morale continued to be high through the 1950s. Two-way radio capability was introduced in all first-line units in 1950; station wagons accompanied aid cars starting in 1958, enabling stretchers to be transported to hospitals immediately. By 1959 the Fire Department adopted a new fire code based on national standards. They also created a "revolutionary fire fighting curriculum" which was unique to Seattle. The most revolutionary event of the decade, however, was not mentioned in the annual report. In January 1959, Claude Harris, the first African-American firefighter, joined the Department. In 1985, he would become Fire Chief.
A Man Among Men: 1960-1975
The 1962 annual report noted that "fire-fighting has much in common with military arts" and starting in 1963 the annual report listed firefighters as part of the Combat Division. When the Public Relations Unit was added to the Department in 1964, one of their first projects was to release a profile of a firefighter: members of an "ancient profession," the "mark of a fire fighter is his devotion to his duty." The feeling coming back from putting out a fire was described as "the joy of a strong man who has conquered a worthy foe."
Public Relations was known as Public Affairs by 1969 but continued to build on the characteristics of dedication and protection of the people, and by 1969 described the firefighter as "a man among men." The 1960s saw continued growth in training as well as fire prevention work. In 1962 prevention was described as male work: "Complete and fair enforcement of the Fire Code and applicable sections of the Building Code through a program of continuing year around fire inspection of all effected [sic] buildings and occupancies are as fundamental to our fire prevention effort as are blocking and tackling to a football team."
The training division was centralized in 1964 and provided programs to all Fire Department personnel, including apparatus drills, first aid, breathing equipment, and tower drills. When the national training standards were established in 1968 they were remarkably similar to those in the Seattle Fire Department. After a lengthy planning period, a training program was established in 1968 at Seattle Community College for an Applied Science Degree in Fire Command and Administration. It was intended primarily for those in the Department seeking promotion.
Minority Recruitment and Women
In the late 1960s, a trainee program was established for minorities. The 1968 annual report said, "Simply stated, the plan consists of employing potentially capable men who lack necessary qualifications for immediate entrance into the Department and training them - for as long as four years, if necessary - until they are able to successfully compete for regular employment..." In the first year, three trainees passed the entrance exam and became members of the Department, and by 1971 there were 25. In 1973, a full-time Minority Affirmative Action Officer was appointed.
In the early 1970s, many of those who entered the Department from the military after World War II were ready to retire. A focus on recruiting resulted in 83 men in the 1973 recruit class, the largest to date in the Department's history. By 1989, largely because of the City's commitment to affirmative action, minorities constituted 20% of the Department's personnel.
On a national level, women were active firefighters as far back as the 1800s, but the positions were voluntary and primarily in rural, semi-urban and private fire departments. Women pursued careers as paid firefighters in the 1970s in several cities: Sandra Forcier in Winston-Salem, North Carolina in 1973, Judith Livers in Arlington County, Virginia in 1974, and Genois Wilson in Fort Wayne, Indiana in 1975.
Although minority men were a focus of recruiting in the 1960s, women were not. The first woman to work in the Seattle Fire Department in any capacity was Marcella Delfel Hook, employed from 1942 to 1943 as a stenographer and clerical worker in the Chief's Office. A Seattle Firefighters Ladies' Auxiliary was formed in October 1966 to provide aid to families and assist at social events.
After Marcella Delfel Hook, other women were employed by the Fire Department through the 1960s, but all as clerical staff. For example, Mildred L. Oman, single and 23, was employed at almost the same time as Hook. In the early 1960s, women employees were more often married but still did not usually stay more than one or two years. Reasons for resignations included ill health, enrolling in school, pregnancy, and pursuing more suitable employment. One woman, Hilde Meer, resigned because she was dissatisfied with the work; another, Barbara Ruth Lippert, left because the work was too hard to keep up with. In the few instances where men applied for certain clerical positions, they were told the position was "for females only."
Development of a Pre-Recruit Program
City Council Member Jeanette Williams, as head of the Human Resources and Judiciary Committee in the 1970s, was acutely aware of affirmative action issues. In 1974, Williams responded to a Seattle Post-Intelligencer article that questioned the attitude of some in the Fire Department towards women, and asked the Office of Women's Rights to propose "that some type of procedure be set up to check up on this attitude problem...."
Mayor Wes Uhlman and Fire Chief Jack Richards exchanged correspondence in 1974 about bringing women firefighters into the Department. The City considered the possibility of using San Diego as a model; Chief Bell wrote from San Diego that its program was not successful as the first five females were terminated for "lack of required strength." Bell also warned Richards that in addition to the strength and agility issues, "You may also expect considerable reaction from your employees, their wives, and the public which quite probably will put you in a position of extreme criticism and condemnation regardless of what action you take....If you change any existing standards you will be charged with discrimination in favor of females, if you don't you will be discriminating against females."
To become a firefighter in 1975, applicants had to pass a written exam, oral interview, physical abilities test and Law Enforcement Officer and Firefighters (LEOFF) medical standards test. Successful completion of a ten-week recruit school was required as well as a six-month probationary employment period.
In 1975, the Seattle Fire Department heeded a 1974 affirmative action report and recruited women specifically to apply as firefighters. Although 125 women took the written exam that first year, only six were admitted to the class in March 1976. Of these, five resigned, citing lack of upper body strength as the reason. The sixth, Lori Lakshas, was dismissed and subsequently filed a discrimination charge. The Department observed there were two areas of deficiencies for women: physical and mechanical ability. As a result, a female pre-recruit training program was developed with the assistance of Dr. T. Lee Doolittle, a University of Washington kinesiology professor. The first pre-recruit class began in 1977.
The First Woman Firefighter in Seattle
The pre-recruit training program focused on strength training, especially upper body and leg muscles. The program also included study of technical subjects including manipulative tasks and mechanical background, knowledge often included in Industrial Arts classes for boys at the junior high and high school levels. Three of the five women who resigned from the 1976 recruit class were hired in January 1977 for the first female firefighter pre-recruit class. By mid-March, two of the three women had resigned, one due to injury. The third was Barbara (Bonnie) Beers. She continued in one-to-one instruction in technical training and did her physical training independently.
Because there was not another female pre-recruit training in 1977, Beers entered the minority male pre-recruit training in June 1977. She finished that successfully and went into the recruit class in December, entering a combat company in January 1978. The 5'9", 160-pound Beers had been a basketball player for the University of Washington. In an interview with The New York Times, Beers cited the physical rigor, as well as the monetary benefits and sense of personal accomplishment, as her challenges and rewards. She also stressed the psychological burden of being the first woman firefighter in the Department: "I get sick of the battering from every new person I meet. Having to explain and prove myself is wearing." Beers knew the men did not want her around. "They accept it. But, in general, they'd rather not have us around, rather not have to deal with it. I don't want to give the impression that I'm hated. But I'm not loved either."
The Fire Department called on Beers to help out with incoming female recruits and to provide input for the pre-recruit program. In 1982, Fire Chief Robert Swartout promoted her to Lieutenant over men with higher scores. "The exam cannot be the only criterion," he said. However, later in her career Beers felt she was passed over for promotions she deserved.
Early Discrimination
Several early recruits reported that they did not experience discrimination from other firefighters, but from other places. Lori Lakshas was one of six women in a 1976 recruit class. Five women resigned rather than be terminated by the Fire Department because of the assessment that they could not meet the physical requirements. Lakshas did not agree with the assessment that she was physically unable to perform some of the requirements. Chief Hanson told the Seattle Times on May 19, 1976, "She is physically incapable of performing the duties." Chief of Training Swartout stated specifically that she was unable to perform a one-man rescue carry. A top athlete in high school, and captain of the University of Washington swim team in 1975, Lakshas refused to resign and was terminated. On May 20, 1976, she filed a sex discrimination suit against the City.
During the investigation, the Office of Women's Rights found that the LEOFF testing was discriminatory in several ways. Three women had been disqualified on the basis of height when there was no height standard. No men were disqualified for this reason. Three women were disqualified on the basis of laboratory tests that showed anemia, pregnancy and a "probably thyroid adenoma." Subsequent tests by private physicians proved those results to be false. Other conditions used to disqualify applicants also turned out to be non-existent, including heart conditions, vision standards, poor teeth, and knee problems. Several women reported the doctors were very cold and rude.
Three years after the suit was filed, the Office of Women's Rights found that there was reasonable cause to believe Lakshas had been discriminated against in physical and medical exams, evaluation of a wrist injury and removal from disability status. But not until eight years later, in 1984, did the Department of Human Rights find the charge of sex discrimination to be true. The City awarded Lakshas $40,000 for back pay, legal fees, and interest.
The attention Lakshas and other women received angered many citizens. Echoing the San Diego Fire Chief's prediction, there were women who were not in favor of female firefighters. The wife of a firefighter wrote to the Chief and stated, "It is unfair to the public to put our lives into the hands of people who are only there due to sex or race...." In 1976 another woman wrote to ask the Chief to stop hiring women over men because of Equal Rights. "We cannot possibly be expected to put our confidence in these persons to save our lives when they aren't capable of passing the enrollment tests!"
Even Beers was not immune. In response to a 1978 editorial in the Seattle Times applauding Beers' achievements, a woman wrote to complain that "Beers did receive very special treatment and advantages unavailable to white male applicants....The tragedy is not that Barbara Beers made it through with special favors...but that this kind of thing is taking place throughout the country."
The End of the Pre-Recruit Program
Partly because of costs, ending the female pre-recruit program was considered in 1978. In April 1977, Chief of Training Robert Swartout wrote Chief Frank Hanson about the program. "The more I work with this program the more obvious it becomes that this is not the answer to getting women or minorities into the Department. The limited numbers of people involved make it very cost-ineffective." He recommended the Department focus on recruiting women and minorities likely to pass the entrance examinations.
Although serious discussion ensued about discontinuing the female pre-recruit class in the 1979 budget cycle, the training continued until 1982; after this males and females were combined in pre-recruit classes. By 1982, Seattle had 31 female firefighters. In 1983, one pre-recruit class was conducted with seven women and seven minority males. All fourteen went on to the recruit class. In 1984, 9 women and 27 minority males were hired into firefighter positions. Also in 1984, the first woman entered the Paramedic Technician training program. The 1987 pre-recruit class included eight women who also completed recruit training. More and more women were entering the Department as firefighters.
By the late 1980s the Seattle Fire Department was considered a national model for the recruitment, hiring and retention of women as firefighters, providing assistance to other fire service organizations across the nation. Ten years after the first woman firefighter was hired, the Department had 54 women firefighters. By 1997 the Department was recruiting year-round, and providing study guides to potential candidates to let them know how to prepare for the difficult physical and written tests.
The National Association of Female Firefighters held its second annual conference in Seattle in 1987. Organized by the local chapter of the same organization, members Bonnie Beers, Carrie Oliver and Carol Solberg worked hard to make the conference happen. Considered a success, over 300 women gathered for the conference.
Pregnancy and Disability
Although the number of women firefighters increased in the 1980s, discriminatory practices did not disappear. In 1987, pregnancy became the focus of a discrimination suit when Carrie Oliver and Carol Solberg filed a lawsuit to collect disability benefits from the Seattle Fire Department Relief Association. They contended disability benefits should be available to them, just as they would be to other firefighters with temporary disabilities. Oliver and Solberg also argued they should be able to do desk work or other light duty jobs during pregnancy.
The case was won and King County Superior Court Judge Heavey ruled in 1988 that the Relief Association illegally discriminated against pregnant firefighters by denying them disability payments. Oliver and Solberg's lawsuit resulted in a limited duty assignment policy for pregnant City employees. Everyone in the Department benefited however, when light duty subsequently became a possibility for all members of the Fire Department with temporary disabilities. This policy primarily affected women in strength-dependent, non-traditional positions - not just firefighters, but City Light and Police employees as well. At the time the ordinance was passed, 628 women or 17% of all female employees for the City were employed in non-traditional occupations.
The case split the women in the Department; some thought it should never have been filed. The Seattle Chapter of the Association of Female Firefighters disbanded a few years later.
The ordinance guaranteeing light duty for pregnant City employees in non-traditional jobs was passed with a sunset clause which did not allow the ordinance to become final until it was established that no unanticipated costs or problems arose and that the policy worked smoothly. After three years, in 1990, the sunset clause on the ordinance was removed.
An encouraging development within the Department was the promotion of several women firefighters. Bonnie Beers was promoted to Captain in 1992 and Battalion Chief in 1996. Molly Douce, hired in 1979, was promoted to Lieutenant in 1982, Captain in 1986, and Battalion Chief in 1992. Tamalyn Nigretto was hired in 1987 and promoted to Lieutenant in 1992, Captain in 1996 and Battalion Chief in 2000. Katie Maughan and Sue Rosenthal also were promoted to Captains.
The high numbers of women that entered the Department in the 1970s and 1980s were thinning out by the 1990s, however, and numbers of women entering were not as high. Discrimination charges had not run their course, either. In 1993, the City settled a sexual harassment suit with a female firefighter who had been on the force since 1983. Of 49 female firefighters who responded to a 1993 survey, 24 said they experienced some degree of sexual harassment.
Equal Terms?
In 1992 Captain Katie Maughan published the results of a questionnaire and interviews done with women in the Seattle Fire Department. The 69 women provided input on changes needed to safety equipment, facilities, promotions, mentoring, and more. Recruitment proved to be an important issue, and sexual harassment, facilities and protective gear and uniform clothing were identified as problems. Beers requested a transfer to a "downtown" company in October 1992. She analyzed the officer positions in the five busiest engine companies in the Department and noted that none of them had any women; she felt as though this limited her career opportunities. "It is important when you move up the career ladder to have 'downtown' or 'busy' company experience. This experience directly reflects your image as a proficient officer," she said.
Among the anonymous comments were:
"Allow women firefighters to work together....The biggest disservice this Department does to women firefighters is refusing to let women work together."
"Make a hard line approach to holding all Officers, including Battalion Chiefs, accountable for maintaining a hostile free work environment."
"...place women in busy fire stations, fireboats, etc. In order for peers to fully accept women firefighters, it must first come from management."
In 1994, Seattle's Public Safety Committee, chaired by City Council Member Margaret Pageler, met with the Fire Department leadership to address the concerns raised in the questionnaire. The resulting work plan included increased recruitment activity, Department-wide training on sexual harassment, a schedule for upgrading facilities to accommodate women, and ensuring that firefighting protective clothing to fit women was available within 30 days.
In 1999, the Seattle Women's Commission conducted a longer survey that incorporated the 1993 questions. In the time that elapsed between the two surveys, more women felt that Recruit School prepared them better for their job. Clothing and facilities improved. In general, women firefighters starting out in 1999 seemed better prepared for what lay ahead of them. However, there was an increase in the number of women reporting harassment in the 1999 survey.
In 1998, Initiative 200 was passed in the state of Washington, banning ethnic and gender preferences in hiring; subsequently, the percentage of women recruits declined. Nationally women constituted less than 2.5% of professional firefighters in 2005. In 2000, there were only 11 women fire chiefs in the United States; one of those was the Chief in Tacoma. In two recruit classes in 2007 in Seattle, only one woman was hired. That woman was Annie Olson who grew up in Quinault. In an interview she said she doesn't feel special-she sees herself on equal terms. Hired over about 2,500 other people who applied for the job, Olson said, "I don't really look at it like I was the only girl."
Women had shown from 1975 through 2008 that one factor remained equal between the sexes, and that was motivation. It was no longer a question of whether or not women could do the job. As of 2008, 93 of the 1,038 firefighters in Seattle were women, close to 9% and much higher than the national average. By 2020 the number had decreased to 7%. Women were working in all areas of the Fire Department, as paramedics, dispatchers, and fire marshal inspectors, as well as firefighters.
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https://www.plainstownship.org/departments/fire-department/
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Fire Dept. « Plains Township
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https://www.plainstownship.org/departments/fire-department/
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Plains Township Fire Department proudly protects 15,000 residents living within a 14.7 square mile radius. The Plains Township Fire Department operates out of 2 stations that protect a primarily residential area. Our department is a career department whose fire fighters are civil service employees.
The Plains Township Fire Department has 13 full-time firefighters and 10 part-time firefighters. In addition to operating out of two locations, the Fire Department has 2 Pumpers, 1 Brush Truck, and a Fire Command Vehicle. In the Township of Plains we protect Mohegan Sun at Pocono Downs (Casino & Horse Racing), 2 hospitals, 3 schools, 4 day care centers, 5 hotels, 3 nursing homes and 2 federal buildings. We are located at the hub of Interstate 81, the Northeast Extension of the PA Turnpike, Route 315, Route 115, Route 309 and the Cross Valley Expressway. The Susquehanna River flows through Plains township thus separating Plains Township and Forty-Fort Borough.
Our goal is to provide fire protection and prevention education to the public. In addition, all fire fighters are Hazardous materials trained and certified in basic first aid and AED.
Civil Service Examination
Plains Township Civil Service Commission will be administering a Firefighter Civil Service Test for entry level firefighters on June 17, 2023. Every applicant must successfully pass a Physical Agility Test which will be given on June 10, 2023 in order to be eligible to participate in the Written Exam.
Applications are available at the Plains Township Municipal Building located at 126 North Main Street, Plains. The business office is open from 8:00 A.M. to 4:00 P.M. every weekday with the exception of Wednesday when it is open from 8:00A.M to 6:30 P.M. Please note that the office is closed on holidays. Completed applications must returned no later than 3:30 P.M. on June 2, 2023.
Applicants for the Firefighter position shall be at least 18 years old and possess a diploma from an accredited high school or a state recognized equivalent. Applicants must be a United States citizen, be physically and mentally fit to perform the duties prescribed, and prior to employment possess a valid PA driver license and submit to drug testing. Firefighter applicants must have completed an Essentials in Firefighting Course, and possess current American Red Cross Emergency Response Certification, or Department of Health First Responder Certification. All documentation must accompany the application. Civil Service Application 2023
CONTACT INFORMATION
Fire Headquarters/Fire Chief’s Office
126 North Main Street
Plains, PA 18705
Non-Emergency Phone: (570)829-3433
Fax: (570)829-3424
Station No. 2/Captains Office
50 Second Street
Plains, PA 18705
Non-Emergency Phone: (570)829-3435
Fax: (570)235-1092
The Plains Township Fire Department Career Employees
Officers
Fire Chief Carl Baker
Deputy Fire Chief Mark Ritsick
Captain Charles Krommes
Captain Mike Sebia
Firefighters
Paul Sabol
Russell Howell
Jarrod Million
Andy Shedlock
Colby Ozgo
Mike VanLuvender
Steve Motil
John McGuire
Scott Martin
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https://www.nolandalla.com/drawing-dead-movie-review-gambler/
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en
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In and Drawing Dead (Movie Review: "The Gambler")
|
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2015-01-03T16:49:35+00:00
|
Nolan Dalla reviews the movie "The Gambler," starring Mark Wahlberg, which is a disappointing remake of the rarely-seen 1974 classic starring James Caan.
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en
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https://www.nolandalla.com/wp-content/themes/Lucid-ND/images/favicon.ico
|
Nolan Dalla
|
https://www.nolandalla.com/drawing-dead-movie-review-gambler/
|
All-In and Drawing Dead (Movie Review: “The Gambler”)
Gambling has never appeared so unbearably dull as in the dreadful remake of “The Gambler,” starring Mark Wahlberg, now out in theaters. This is a horrible movie.
The movie has about as much intensity as a losing keno ticket.
Based on a rarely-seen and little shown gritty 1974 masterpiece starring James Caan, this ill-advised reincarnation directed by Rupert Wyatt (“Rise of the Planet of the Apes”) lacks any of the realism, the energy, the atmosphere, or the deeper philosophical undertones of the far more genuine original. Although the plot seems to be etch-a-sketched from the initial draft written 40 years ago, this is a totally different film. Unfortunately, nothing comes across as an improvement. This especially applies to a modified storybook ending.
The title protagonist, Jim Bennett (Wahlberg), has enjoyed a privileged life since birth. He grew up in a wealthy Southern California family, eventually became a published novelist, and now teaches literature at a prestigious university in Los Angeles. He’s good-looking, drives a fancy car, and lives in a million-dollar condo. He seems to have everything in life going for him. But that’s not enough.
Bennett has a not-too well-hidden darker side, which is the self-destructive compulsion to risk everything he can get his hands on (or borrow) in order to try and win it all, whatever “all” means. He gambles for more money than he makes in his modest salary or can possibly ever hope to repay, most of his action obsessively played out at a local underground casino owned by a Korean mobster. Despite running up ridiculous amounts of debt with various mob figures and loansharks, Bennett never seems to take his situation seriously. Not once does Bennett show fear or remorse. Never once does he reveal any awareness whatsoever of the danger he’s facing, owing so much money to the wrong people. By the way, one of these underworld figures is played somewhat amusingly by John Goodman, who shifts into badass overdrive and chews up every scene he’s in like a ham sandwich on rye. But even the beastly greatness of Goodman isn’t nearly enough to save a horrid film.
“The Gambler” has so many shortcomings that it’s difficult to know where to begin. But let’s start with the fatal flaw of making gambling boring throughout the story, which probably seems incomprehensible to anyone who’s ever wagered more than $25 on a hand of blackjack. How is this even possible? How are scenes littered with $40,000 bets — about what our hero makes in six month’s time — so utterly lifeless? At the very least, filmmakers could have portrayed the temptation of gambling as a sort of rush pipeline. Instead, we’re lulled into indifference by the time Bennett lays down his biggest bets, a fatefully problematic flaw in a story purportedly about gambling. Why should we even care about this loser at all, or want to know what happens to him? The trouble is, we don’t. He doesn’t care about his fate, so why should we? Indeed, there’s so little to care about. Nothing here to see. Time to move on, folks.
Bennett isn’t the least bit likable or sympathetic, which makes Wahlberg’s portrayal far less compelling to watch than Caan’s original effort. The first portrait was far edgier and revealed a dual personality which the remake lacks. This is a powerful distinction about most compulsive gamblers — and I’ve known many. Most of those afflicted with obsessive-compulsive disorders have a deep desire to be loved and appreciated, one of the motives that fuel their addiction. When compulsive gamblers win and have lots of money to spend, they’re often the life of the party. They love showing off. But not this guy (Wahlberg). The film flat-out gets it wrong and doesn’t make any attempt to reveal what compulsive behavior is really all about. Besides, even when he wins a bet or goes on a lucky streak, we all know he’s just going to gamble it away moments later.
Ho-hum. So much for drama.
Shooting on location in Los Angeles was a huge mistake. L.A. certainly has a vibrant gambling subculture, and could provide a ripe backdrop for a good script about a compulsive gambler (think “California Split”). Then again, it’s not exactly New York or Las Vegas. Manufacturing a seedy fictional underground club run by Asians which so easily hands out revolving quarter-million-dollar credit lines to teachers isn’t very realistic. Besides, there are plenty of real cardrooms where action could have taken place (Commerce, Bicycle Casino, etc.), casinos within a few hours drive (Morongo, Barona, etc.), or Las Vegas easily within reach. Yet, all the movie’s gambling action (limited to blackjack, roulette, and one bet on a college basketball game) takes place in just two places — the underground Asian club and one unnamed casino near Palm Springs. That’s it. This gambler sure doesn’t get out very much.
Wahlberg’s scenes as a college professor are abysmal. He insults everyone in his class, except for one pretty girl he announces as the most gifted writer of the bunch and the only student with any actual talent. Of course, this pretty young girl falls instantly for Professor Wahlberg, who isn’t exactly the ideal catch. Oh, what the hell, it’s a movie. Of course, she’s going to end up in bed with this loser. This contrived relationship is manufactured presumably to make Wahlberg seem more human. Instead, he ends up looking like even more of a jerk for the way he treats the girl. Then again, the foreseeable rejection is probably deserved. After all, she knew what she was getting into. What was she expecting, Tom Hanks?
Other characters in the movie are worth mentioning. Jessica Lange, who’s always reliable, plays Bennett’s lonely mother. She’s a terribly sad figure who tries her best to perform a good deed for her ungrateful son. Naturally, she too gets treated like shit. Then, there’s the legendary old teddy bear George Kennedy (yes, he’s still alive at age 91) who dies in the film’s opening scene. We’re not quite sure why this was relevant to the story, but it was sure nice to see Mr. Kennedy (a Best Supporting Actor Oscar winner for the 1967 classic, “Cool Hand Luke”) still working in Hollywood. One hopes the death onscreen was just an act.
For all its many flaws, “The Gambler’s” most unforgivable defects are failing to either be interesting or teach us anything. We learn nothing much about gamblers, gambling, compulsive gamblers, or the motive behind such self-destruction. The movie doesn’t even make the attempt to help us better understand troubled people with the compulsion to risk far more than they possess, ultimately alienating themselves from everyone else and ruining their lives.
An interesting side note about this subject matter was viewing the movie at a local Las Vegas movie theater. One presumes this slightly more sophisticated audience would be more intrigued by the topic of gambling addiction. Yet, I sensed most of those around me were just as uninterested. There were few laughs sprinkled during the evening showing and no real edge-of-your-seat moments. The two words I’d use to describe the film were “instantly forgettable.” Audiences in proverbial Peoria are likely to be even less intrigued, meaning this box office loser is probably destined for DVD within three months.
Once again, Hollywood has crapped out and gone bust. A major movie studio has made yet another horrible movie about gambling. Following the box office disasters and critical failures which include “Lucky You,” “Two for the Money,” and “Lay the Favorite” one now must seriously worry if films with gambling themes are becoming box office poison. Quick. Name the last good movie made about gambling? One expects a long pause here.
Too bad filmmakers didn’t have a little more gamble in them while making this movie. Instead, they didn’t just decide to play it safe. They didn’t even bother to toss the dice. Well, they lost anyway. And so did we.
Line away. Seven out. Pay the “don’t.” As in, “don’t bother” wasting your time or your money.
RATING: 1 STARS [ON A 1-10 SCALE]
Spoiler Alert: Late in the movie there’s a ridiculous scene where Wahlberg presumably wagers $260,000 in cash at a Las Vegas casino on a regular-season college basketball game. Such a thing wouldn’t be permitted. and even it if was accepted, the local FBI office in Las Vegas would be notified immediately. There’s no way a cash transaction of this size would ever take place in a regulated casino environment. Oh, and one more thing: Even after the quarter-million-dollar wager gets made, the game line doesn’t move!
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https://www.amazon.ca/California-Split-George-Segal/product-reviews/B0002XNSZE%3FreviewerType%3Dall_reviews
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Amazon.ca
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https://decider.com/2019/10/29/inside-the-edge-blackjack-documentary-review/
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‘Inside The Edge’ Humanizes The Romanticized World of Professional Gambling
|
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[
"documentaries",
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[
"Josh Sorokach"
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2019-10-29T00:00:00
|
Do you have what it takes to be a professional blackjack player? The subject of the 2019 documentary Inside the Edge: A Professional Blackjack Adventure does. Now streaming on Amazon Prime Video, this fascinating film is an absolute must-see for amateur gamblers.
|
en
|
Decider
|
https://decider.com/2019/10/29/inside-the-edge-blackjack-documentary-review/
|
I’m not what you’d call a “winning” blackjack player. I couldn’t count cards if my life depended on it and being dealt an ace routinely confuses me. It can be used as a one or an eleven?! Who am I? Galileo?? He liked math, right? I’m sure he did. Anyway, while I may be a verified blackjack nincompoop, the subject of the 2019 documentary Inside the Edge: A Professional Blackjack Adventure is a bonafide card shark.
Now streaming on Prime Video, this captivating film offers an honest peek into the life of a professional gambler. Director Chris Buddy follows a high-profile card counter, KC, as he travels across the country playing blackjack. But Inside the Edge is far more interesting than your typical gambling documentary. Thanks to the ambiguous gaming laws when it comes to blackjack, KC has been banned from innumerable casinos. His reputation as an advantage player forces him to play a game within a game, changing his look on a daily basis in an attempt to evade casino surveillance systems. While the life of a professional gambler is inherently fascinating, watching myriad casinos blatantly bend or outright break the law when dealing with KC is truly astonishing.
The old adage is “the house always wins,” but I had no idea they were such a dick while doing it.
The most interesting aspect of Inside the Edge is the way it humanizes the often romanticized world of professional gambling. Rounders is one of my all-time favorite films, but anyone who’s ever played Texas hold ’em understands that poker, and gambling in general, is hours of boredom punctuated my minutes of heart-pounding exhilaration. Inside the Edge doesn’t conceal the blemishes of gambling. Instead, it highlights the boredom, loneliness, and, yes, even the inevitable downswings.
Without giving too much away, halfway through the movie I thought to myself, “Should I quit my job and become a professional blackjack player?” which is a somewhat normal reaction when watching a film about gambling (right?). But Inside the Edge eventually shows the realities of such a volatile vocation as KC hits an inevitable rough patch.
“My career playing blackjack, I’ve had many, many days where I’ve both won and lost hundred of thousands of dollars,” KC admits during Inside the Edge. “It’s quite an emotional rollercoaster.”
If you’ve ever lost way too much cash during a drunken night in Las Vegas, you’ll appreciate the authenticity of Inside the Edge. If you’re looking for another indie doc to stream on Prime Video, Decider also recommends At the Drive-In, a feel-good film about a drive-in theater in rural Pennsylvania, and Perfect Bid, a documentary about the man who outsmarted The Price is Right.
|
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https://www.thehollywoodnews.com/2023/08/24/five-gambling-documentaries-you-should-watch-on-netflix/
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en
|
Five Gambling Documentaries You Should Watch On Netflix
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[] |
[] |
[
""
] | null |
[
"Paul Heath",
"Kat Hughes",
"Awais Irfan"
] |
2023-08-24T00:00:00
|
The rise of gambling across the USA has been huge in recent years. While there has always been movies and the bright lights of Las Vegas, legalization and regulation has really helped interest in the industry rise. And it’s raising the demand for documentaries on the subject too. With millions of people playing online slots […]
|
en
|
The Hollywood News
|
https://www.thehollywoodnews.com/2023/08/24/five-gambling-documentaries-you-should-watch-on-netflix/
|
The rise of gambling across the USA has been huge in recent years. While there has always been movies and the bright lights of Las Vegas, legalization and regulation has really helped interest in the industry rise.
And it’s raising the demand for documentaries on the subject too. With millions of people playing online slots like Wilds of Fortune, more and more of us are taking this fresh enthusiasm for slots, poker, roulette and casinos as a whole into our TV viewing too.
Netflix is a hotbed for this, but what are the best gambling documentaries on the streaming platform right now?
The Queen of Versailles
While not strictly a gambling documentary, The Queen of Versailles provides a fascinating glimpse into the extravagant lifestyles that often accompany the world of high-stakes gambling. The film follows David and Jackie Siegel, a wealthy couple building a lavish mansion inspired by the Palace of Versailles. Their opulent lifestyle, fueled by real estate deals and timeshare fortunes, offers an intriguing perspective on the intersection of wealth and risk-taking.
Betting on Zero
Delving into the world of finance and investing, Betting on Zero sheds light on the controversial practice of short selling. The documentary specifically examines the actions of billionaire investor Bill Ackman and his crusade against the nutritional supplement company Herbalife. As the story unfolds, viewers witness the risks and rewards of financial speculation, highlighting the parallels between gambling and high-stakes investing.
All In: The Poker Movie
For those intrigued by the world of poker, All In: The Poker Movie offers a comprehensive look at the game’s history, evolution, and impact on popular culture. The documentary features interviews with legendary players, industry insiders, and even Hollywood stars who have a passion for the game. Through their perspectives, viewers gain insight into the psychological nuances of poker and the allure of the green felt table.
Inside the Edge: A Professional Blackjack Adventure
Inside the Edge takes viewers on a journey into the world of professional blackjack players. The documentary follows the life of a blackjack card counter who seeks to beat the odds and outsmart casinos. As he navigates the challenges of evading detection and managing risk, viewers are given an intimate look into the high-stakes world of advantage play.
The Great Hack
|
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6232
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dbpedia
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0
| 5
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https://www.imdb.com/title/tt2039393/reviews
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en
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The Gambler (2014)
|
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The Gambler (2014) on IMDb: Movies, TV, Celebs, and more...
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IMDb
|
https://www.imdb.com/title/tt2039393/reviews
| |||||||
6232
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dbpedia
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0
| 18
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https://www.readybetgo.com/blackjack/strategy/blackjack-movie-21-3780.html
|
en
|
Comments on the Blackjack Movie '21'
|
http://www.readybetgo.com/phpadsnew/adview.php?n=abcc77e6
|
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Club USA Casino
Club USA Casino has burst onto the online casino scene and has won a lot of support from online gamblers. Accepting players from around the world, including the US market, Club USA Casino has a wide variety of slots and games on offer. The casino also has a good sign-up bonus and great customer support. For fun casino action, check out Golden Casino. Club USA Casino accepts US players.
Comments on the Blackjack Movie '21'
by Bob Dancer
|
|||||||
6232
|
dbpedia
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0
| 9
|
https://dmovies.org/2022/01/31/rupert-wyatts-the-gambler-is-a-dirty-masterpiece/
|
en
|
Rupert Wyatt’s The Gambler is a dirty masterpiece!
|
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[] |
[
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] | null |
[
"victorfraga",
"Saule Bliuvaite",
"Daniel Kokotajlo",
"Sylvie Ballyot"
] |
2022-01-31T00:00:00
|
The 2014 crime drama takes a very dirty look at the art of gambling, with a delicious Mark Wahlberg playing an addicted literature professor
|
en
|
DMovies
|
https://dmovies.org/2022/01/31/rupert-wyatts-the-gambler-is-a-dirty-masterpiece/
|
Movie-lovers who enjoy a real casino thrill know Rupert Wyatt’s The Gambler” reasonably well. Starring Mark Wahlberg as the protagonist, Jim Bennett, the film toys between a man’s obsession with gambling and his desperate hope for inspiration.
Despite his high-power role as a literature professor, Jim Bennett is somewhat of a risk-taker who spends all his money and his time at the casino – and ends up owing a lot of money to people with whom you don’t want to mess.
Rupert Wyatt was keen to remake the original 1974 film and modernise it with plenty of action and a fantastic movie cast. Besides Wahlberg, the role of Bennett’s mother is played by Jessica Lange. Frank – the crime boss – is played by John Goodman, while Brie Larson portrays Bennett’s girlfriend. Though Wyatt retained the original storyline and theme of the 1974 movie, he turned it into a tremendous dirty movie with a fascinating plot that is more of a thriller than anything else. Though not quite the best horror movie, it certainly has its audience on the edge of its seats.
.
Real casino action
Naturally The Gambler obviously includes abundant casino scenes. Jim Bennett is a high-stakes gambler who bets everything after borrowing money from gangsters, offering his life in return as collateral.
The plot of the movie follows Bennett, who always seems to be one step ahead, setting his creditor against a gambling ring’s chief and getting lost in the underground gambling world and gleaning the attention of a loan shark called Frank, who has somewhat of an interest in Jim Bennett’s future. These casino scenes are fierce, thrilling, and have a modern edge.
Whenever we picture casinos, we often visualise beautiful, wealthy people swarming around in crisp tuxedos and chic dresses against the bright lights and commotion of a Las Vegas or Monte Carlo casino.
This imagery is an excellent backdrop for a gambling movie as it shows the audience that they can dream about being a part of that world for as long as the movie is playing. There are heart-stopping moments when you’re with the characters as they’re about to win the jackpot or lose; the audience experiences the rush of adrenaline as if they were there taking the risk alongside them. Let’s face it. If Bennett were just sitting online with his laptop or phone searching for casino apps Canada, we wouldn’t be on the edge of our seats! The best casino scenes appeal to people due to escapism and glamour. Many people fantasise about being Danny Ocean from Ocean’s 11 (Steven Soderbergh, 2011) or Vesper Lynd and James Bond in Casino Royale (Martin Campbell, 2016). Jim Bennett in The Gambler is no different. Casinos are exciting and enthralling.
.
Notable scenes
One notable scene in The Gambler is when a beaten-up Bennett enters a dark, underground casino to place the bet of his life. The red leather bag holding a huge amount of cash is iconic and reminiscent of the blood-red danger that Bennett finds himself in. As he begins to unpack the mounds of cash out of the bag, attention draws onto him from other guests in the room. The volume drops, the faces stare as he continues piling the bundles onto his forearm, and all you can hear is the noise of the bundles stacking on top of one another. Sound and silence are a vital feature of this scene, and as Bennett says, “all on black”, there’s a notable gasp. It’s a 50-50 chance as you hear the ball turning out of sight while looking into Bennett’s eyes as he stares ahead, the camera panning in close. The wheel slows, revealing the ball has landed on 22 – black. Bennett sighs and steps back, and the noise picks up again. Bennett walks over and declares, “I’m not actually a gambler” before the scene ends.
Another notable scene is when Jim Bennett simply can’t stop gambling. He gains attention at the blackjack table, eventually winning and taking away a large pile of chips only thirty seconds later to bet it all on black at the roulette table. He, of course, loses this bet and loses the large sum of money he amassed at the blackjack table.
.
A masterpiece of dirty cinema
The Gambler offers a different take on gambling. Bennett is not just addicted to the act of gambling itself but to the thrill of being so close to winning everything and so close to losing everything at the same time. Wyatt depicts this brilliantly as he creates intense scenes that leave the viewers on the edge of their seats, not knowing which way the bet will go.
Almost without exception, The Gambler’s dialogue is testosterone-fuelled, hyper-articulate, and caustic, with profanities thrown around casually. There is a somewhat underdeveloped notion of Bennett sinking in excess through the use of surreal water imagery. Still, part of the beauty of The Gambler is that Bennett’s character simply gets more and more self-satisfied and doesn’t deepen in terms of his emotional state, contrary to what is expected of a gambling movie.
|
|||||
6232
|
dbpedia
|
2
| 83
|
https://thousandmovieproject.com/2020/03/18/294-bob-le-flambeur-1956/
|
en
|
#294. Bob le Flambeur (1956)
|
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[] |
[] |
[
""
] | null |
[
"Alexander Sorondo"
] |
2020-03-18T00:00:00
|
What Bob le Flambeur (Bob the Gambler) drives home, given where it’s situated on the List, is that the 1950s was really fucking different in Europe than the US. But maybe that’s true of every decade. Here, in a slick gangster movie that emulates the American sort from the 1930s (Little Caesar, Public Enemy) but…
|
en
|
Thousand Movie Project
|
https://thousandmovieproject.com/2020/03/18/294-bob-le-flambeur-1956/
|
What Bob le Flambeur (Bob the Gambler) drives home, given where it’s situated on the List, is that the 1950s was really fucking different in Europe than the US. But maybe that’s true of every decade. Here, in a slick gangster movie that emulates the American sort from the 1930s (Little Caesar, Public Enemy) but adds a dose of elegance, we can see some of the boundary-pushing we saw in Diabolique and Wages of Fear. There’s a bare breast in Bob le Flambeur and (spoilers ahead) it flirts with something I’ve been itching to see in American movies as the Hays Code loosens its censorious grip: after crafting a complex, likeable, interesting anti-hero in Bob, a down-on-his-luck gambler and, finally, heist conspirator, the movie flirts with the idea of letting him get away with his crime.
Of course, the crime doesn’t ultimately get committed—but it nearly gets committed; and, in the eyes of certain censors, the planning of the crime is probably enough to warrant punishment.
The List doesn’t feature nearly so many European movies as American ones, so maybe I’m mistaken in thinking that there’s a worldwide concern about the depiction of a criminal ever getting away with his crime. But I’d say that the movies that Bob le Flambeur most echoes from the List are Pepe le Moko and Story of a Cheat, both of which are French, both of which feature dashing, elegant, eloquent criminals—personable men whom we come to like.
Men who are also steered, by the films’ moral compass, toward ruin.
At the end of Bob le Flambeur, the elaborate casino heist that he and some colleagues have been planning for so long is (1) made unnecessary when Bob, killing time at the casino in disguise as a casual gambler, ends up winning millions of dollars just before the heist is about to go down, and (2) is interrupted by police just before Bob, with his winnings in tow, can run outside and call it off.
A shootout ensues.
Bob’s young protégé is killed.
We see grief from Bob, remorse, as he’s being wedged with another potential robber into the backseat of a police car, his poker winnings loaded into the trunk.
But also…we see hope.
Because, for all of his intent, Bob dind’t actually commit the heist. And, of the ones who actually rolled up with guns drawn and confronted the waiting police—all of them are either killed or arrested. So when, in the backseat of the squad car, Bob is being told about how, with a good lawyer, his charges and sentencing can be reduced, and then reduced farther still…we see a smirk.
The suggestion, it seems, is that he’s gonna get out of this, and live happily ever after with his fortune and friends.
In this respect the movie also feels like an homage to, and at the same time a resurrection of, its near-namesake: Dr Mabuse, The Gambler. The first real crime epic on the List, an expressionist masterpiece from Fritz Lang in 1916, where over the course of four hours he fleshes out one of the most compellingly brilliant and devious anti-heroes in cinema. Mabuse (whose story also treats us to suspenseful scenes of poker) is revived at the end of that movie, and appears as a kind of zombie in its sequel The Testament of Dr. Mabuse, also directed by Lang.
The rescue of Bob is maybe a sort of rescue of Mabuse.
Anyway. Bob le Flambeur is a good time, moody and stylish and enjoyable even as just a francophilic time capsule. I love the way they pronounce “Bob.”
Beaub. Beughb.
Yeah it’s a real good time.
|
|||||
6232
|
dbpedia
|
0
| 22
|
https://www.lasvegasadvisor.com/gambling-with-an-edge/movies-get-gambling-aspects-wrong/
|
en
|
Why Do the Movies Get Aspects of Gambling So Wrong?
|
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[
"Nicholas Colon"
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2017-04-06T17:57:32+00:00
|
I recently had a discussion with a colleague of mine that orbited around the Hollywood portrayal of gamblers, and the casino culture in general. Specifically, how wrong the writers get it when determining how advantage play actually goes down in casinos. In general terms, the Hollywood description is romanticized to the point where anyone who actually […]
|
en
|
Gambling With An Edge
|
https://www.lasvegasadvisor.com/gambling-with-an-edge/movies-get-gambling-aspects-wrong/
|
I recently had a discussion with a colleague of mine that orbited around the Hollywood portrayal of gamblers, and the casino culture in general. Specifically, how wrong the writers get it when determining how advantage play actually goes down in casinos. In general terms, the Hollywood description is romanticized to the point where anyone who actually has had any type of success as a professional gambler merely shakes his head in disbelief. Here I’ll look at a few of the myths that are forwarded by some of the movies, then discuss how things really are. Finally, I’ll explore some of the reasons why these misconceptions are put into the movies.
In 1988, MGM released the feature film Rain Man. The movie focuses on an autistic man played by Dustin Hoffman. A central theme in the film takes place in Las Vegas at Caesars Palace. In the film, card counting is used by Hoffman’s character to win copious amounts of money from the casino in a short period of time. Tom Cruise’s character determines that Hoffman’s character is able to memorize which cards have been played and which cards are yet to be played. The misconception peddled by the movie in this case is that every card must be memorized for card counting to be effective.
It is well known that all of the cards need not be memorized. The only thing that needs to be kept track of is the proportion of high cards to low cards (using the high-low system). When a preponderance of high cards remain, it benefits the player. This is the case for three reasons. First, double downs become more valuable (and a high card is usually desired when a double opportunity happens). Secondly, because naturals occur more often, and because the payout is asymmetric (player gets paid 3-2 when he gets a natural, and player loses only his original wager if the dealer gets a blackjack), this benefits the player. Lastly, the player can alter his strategy, but the dealer is bound by the rules of the game to keep his strategy constant. These three factors give the player a distinct advantage when an excess of high cards remain.
The second movie that gets it wrong is the 2009 comedy The Hangover. Toward the end of the film the three main characters engage in card counting and win a substantial amount of money to pay the ransom to have their friend returned safely. After withdrawing a few thousand dollars from one of their bank accounts they proceed to play. During the play montage they show obvious plays that would never be executed by a professional. Some of the plays are the splitting of 5s and the splitting of tens. There is no situation in a counting game that calls for splitting 5s. The correct play is to double. But to be fair there are situations that call for spitting tens, but no professional ever does that because it draws way to much attention.
The last movie that gets is completely wrong is the movie 21, which is based on the escapades of the MIT blackjack teams. As many things in Hollywood are, it was over-the-top false. Throughout the movie, the players on the team were constant winners. They never lost a session until the point at which they decided to stray from the system. Any player will tell you that this never happens and results aren’t even mathematically relevant until the number hands approaches approximately 10,000. Any results before this number are just noise and players should expect to experience all sorts of ups and downs before this amount of play is reached. That is just the nature of the game.
These three examples of how the movies get it wrong beg the question: Why is this an ongoing theme in Hollywood movies? The likely reason is it provides entertainment value to the movie patron. Another possible reason is that in order for the studios to be granted permission to use these locations, the casinos insist that such misplays be incorporated into the storyline so that viewers are induced to mimic what they see on screen and lose more money. This is more plausible when considering studios like MGM, because they own several casino properties around the globe and its return on investment can be hedged with the bad play promoted in the movie.
The actual reason is probably some composite of these two scenarios as well as some unrealized reasoning. The truth of the matter is the life of a professional advantage player is very tempered and very calculated. Most of the time, APs are focused on playing and trying to blend into the casino environment. The objective is to NOT draw too much attention to yourself, and more specifically to try to fly under the radar of the pit bosses and surveillance. This is a complex task, as the player has to put on a convincing act while maintaining perfect concentration and, more importantly, having complete awareness of what’s going on in terms of being evaluated by casino personal. It’s vital that potential APs realize that what they see in the movies has almost no relationship with what actually happens during real play.
|
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6232
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dbpedia
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https://www.imdb.com/title/tt2039393/plotsummary/
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en
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The Gambler (2014)
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The Gambler (2014) - Plot summary, synopsis, and more...
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en
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IMDb
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https://www.imdb.com/title/tt2039393/plotsummary/
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Jim Bennett (Mark Wahlberg) is a Los Angeles literature professor with a severe gambling addiction caused by his view of the world as either having it all or having nothing. Jim goes to a high-stake gambling den right after attending this grandfather's funeral. This father, Jonathan, left him nothing in his will. Jim plays blackjack and quickly wins a few games to reach $80,000. But then he starts to lose and has to borrow money from the den to cover his bets.
Jim ends up owing $240,000 to Lee (Alvin Ing), the proprietor of an underground gambling ring, and another $50,000 to Neville Baraka (Michael K. Williams), a loan shark. Baraka had seen Jim play and loose at Lee's den and was impressed with his style. Jim asked Baraka to stake him money, but Baraka asks for a 20% interest. Jim once again wins $160,000 in a few rounds of Blackjack, but then decides to bet everything on Black in roulette. Baraka says that he has been watching Red come up all night. Jim loses everything on Black, when it comes out Red. Lee gives Bennett seven days to pay off his debts or be murdered.
During one of his classes, Bennett identifies student Amy Phillips (Brie Larson) as a potential writing prodigy, having previously encountered her as a waitress at Lee's gambling house. Amy admits that she started reading when she was only 2 years old and comes from a normal middle-class family. Jim tells his class that in every profession only the genius thrives. Yet, literature is one profession where everyone believes that they can write a novel. Jim says that one should not bother, if they are not a genius. Bennett also singles out Dexter (Emory Cohen), a genius tennis star (who is after both fame and money and wants to achieve the highest level in the sport. But when he started 5 years ago, he was naturally better than everybody else). Jim later confronts Lamar Allen (Anthony Kelley) in the next class. Lamar is a student who does not pay attention in class and intends to become an NBA basketball player. The college is putting pressure on Jim to pass Lamar regardless, as they want him playing professional basketball, which is worth a lot more to the college. Lamar pushes back saying that he is not at ease with his celebrity status in college and wants to live his life as a normal person, without others telling him what to do. Lamar says that he has a knee injury and yet nobody listens to him. Amy develops a personal interest in the professor. Jim tries very hard to keep Amy away from himself. But Amy is persistent and wants to have a relationship with him. Jim slowly warms up to her.
Bennett considers borrowing money from Frank (John Goodman), another loan shark, to consolidate his debts (Frank demands 10% interest per week for a loan of $260,000. Frank also knows that Jim has never repaid a debt in his entire life) and buy himself some time but refuses to do so after Frank's demands include that Bennett admit, "I am not a man." Big Ernie (Domenick Lombardozzi) is Frank's collection man. Bennett convinces his mother Roberta (Jessica Lange) to give him enough money to pay off his debts, expressing no gratitude to her, then during a trip to a casino with Amy, Jim gambles it all away. Amy is impressed with Jim's ice-cold nerves and his philosophy towards life and has sex with him. Baraka and Lee both want their money back and are getting anxious and only 2 days are left. Jim asks Lee to stake him another $100,000 to win enough to pay Lee back. Baraka wanted Jim to give him Lamar's number, but Jim refuses as Lamar is his student and didn't want him tangled with loan sharks. Baraka kidnaps Bennett, has him beaten and forces him into an ultimatum-if he does not convince Lamar to win one of his college basketball games by a margin of 7 points or less, he will murder Amy.
Amy comes by to meet Jim, but he rudely sends her away for her own safety. Jim goes to Frank, who advises him to change his version of a "f**k you" attitude towards life by getting enough money to build a safe house and make reliable low yield investments, for protection against his severe gambling losses. Frank lends him $260,000 to pay his debt to Lee, but also threatens to kill everyone in Jim's personal life if he is not repaid. Lee's men assault Jim when he comes to ask Lee to stake him $150,000, saying the only way he can pay the full $410,000 debt to Lee and Frank is to gamble and win. He uses the $150,000 to bribe Lamar (Lamar had earlier to the deal with Jim, as he knew that due to his bad knee, he will not be able to play professional baseball. He needs to make money before the knee blows out) into doing the basketball point-shaving scheme. Jim sends Dexter to Las Vegas to bet on the basketball game with the $260,000 he got from Frank. Lamar succeeds, so Jim uses his winnings to pay his debt to Baraka, denying he knows anything about the large bet made in Vegas.
Jim then convinces both Lee and Frank to meet him in a neutral gambling den, where he wagers enough money to pay both men off-if he wins-on a single roulette spin. Successful, he leaves the money at the club for Lee and Frank saying, "I am not a gambler." The payment to Frank is more than he owed; Frank finds Jim and offers to give back the "cream" but, to Frank's amusement, Jim responds "F**k you". On an apparent adrenaline rush, Jim runs miles through the city to arrive at Amy's apartment; he is broke, but free from debt.
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https://www.forbes.com/sites/greatspeculations/2016/05/17/inside-the-blackjack-ball-an-exclusive-look-at-the-gathering-of-the-smartest-gamblers-in-the-world/
|
en
|
Inside The Blackjack Ball: An Exclusive Look At The Gathering Of The Smartest Gamblers In The World
|
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2016-05-17T00:00:00
|
What is it about the game of blackjack, and more importantly, the skills one acquires when attempting to beat the game of blackjack, that has contributed to the overall success of each attendee?
|
en
|
Forbes
|
https://www.forbes.com/sites/greatspeculations/2016/05/17/inside-the-blackjack-ball-an-exclusive-look-at-the-gathering-of-the-smartest-gamblers-in-the-world/
|
In the shadows of the most well-known Casinos in the world, with the distant glow of the neon lights of the Las Vegas Strip in the background, there is a gathering of 110 people that have the cumulative success, analytical ability and overall brilliance that is usually reserved for the audience of Nobel Prize acceptance speeches.
Every year, from as far away as Australia and Hong Kong, hedge fund managers, top executives from Fortune 500 companies, scores of the best known professional gamblers in the world, and no less than 4 billionaires, converge on Las Vegas to attend the Blackjack Ball. The common thread that binds them all is that they each have made significant contributions to advance the cause of advantage players of casino games. Simply stated, all the attendees have legally succeeded at beating the casinos at their own game(s), and on a grand scale.
As one can expect, attaining an invitation to this event was no small feat. A candidate must first be nominated by a sitting member of the Blackjack Hall of Fame, and then be approved by the attendance committee. My journey towards being invited began some 19 years ago, at the age of 18, when I first read the classic card counting text Beat the Dealer by Ed Thorp. Since then, my resume includes the completion of multiple graduate degrees, managing a professional blackjack team, the development of two original casino slot games, becoming a leading analytical consultant and gaming writer, as well as successfully engaging in litigation against Caesars Entertainment . This evening was one that I had long awaited for, and one I will never forget.
The location of the Blackjack Ball is one of the most closely guarded secrets among advantage gamblers and for good reason. If a casino employee were to discover its location it would make that employee’s career, and at the same time destroy the livelihood of several great players.
The night began with me driving my mid-sized silver rental car toward the 7 foot high steel security gate of the recently disclosed location. I gave my name to the security guard, and she promptly located it on her master list and opened the gate. After parking, I walked toward the club house’s main entrance and was stopped at a table 15 yards from the door where I was asked for identification, which I gave without hesitation.
The longtime organizer and originator of the Blackjack Ball, Max Rubin was called and only after he verified my invitation, was I allowed to proceed. Max met me at the door, we shook hands and I handed him a premium chilled bottle of champagne in the form of a 2006 bottle of Dom Perignon. A chilled bottle of premium champagne is requested by each attendee and it goes far to ensure that the evening is special for all present. He then escorted me beyond 3 armed security guards and I was in.
The security precautions may seem excessive, but to any advantage gambler the situation is a perfect metaphor, insofar as the casinos go to great lengths to portray advantage gamblers as undesirables, and in many cases define them as criminals from whom they need to protect themselves at all costs. In reality, the advantage gamblers are the ones that need protection from the casinos. In most cases advantage players are extremely bright and talented people who have been motivated for one reason or another to play casino games for profit. Let’s take a look at a few attendees of the Blackjack Ball and see if they deserve the criminal labels that are bestowed upon them by casino personnel.
Blair Hull founded Hull Trading Company in 1985 and served as the firm’s Chairman and chief executive officer before selling it to Goldman Sachs in 1999 for $531 million. Trader Monthly recognized Hull for having executed one of "The 40 Greatest Trades of All Time" and Worth Magazine named him one of "Wall Street’s 25 Smartest Players." Hull has also been honored by The Options Industry Council as the 2014 recipient of the Joseph W. Sullivan Options Industry Achievement Award" in recognition of his outstanding lifetime contributions to the growth and integrity of the U.S. options market.
Bill Benter developed arguably the most successful computer software in the world to attack the giant Hong Kong horse racing market. During the 2010 racing season the betting turnover in Hong Kong reached $9.23 billion, on just two racetracks! By comparison, all the thoroughbred racetracks in the U.S. combined, took in just over $12 billion in 2010. Bill heads the Benter Foundation in Pittsburg PA, where he oversees the distributions of millions of dollars annually to a variety of causes in education, health, and the fine arts.
Max Rubin is a 47-year gaming industry veteran, award winning author, long term member on the American Association’s Advisory Board for the Global Gaming Expo, former professional blackjack player and an exclusive consultant for the Barona Resort and Casino in San Diego CA. As the home of the Blackjack Hall of Fame and Sponsor of the Blackjack Ball, Barona has long been the envy of gaming resorts across America. It is one of the very few gaming operations that have shown consistent year-to-year growth and extraordinary financial success over the past decade; Barona has achieved its unprecedented success by employing a very simple strategy: Give players what they want, while they play. By providing unprecedented “time on device” (that defies industry standards), offering the loosest slot machines and loosest table games possible, issuing loose comps and then feeding players while they gamble, Barona has developed unparalleled Player Loyalty that continues to make them the dominant gaming operation in the San Diego market.
James Grosjean is considered by most of his peers in advantage gaming to be the greatest intellectual engineer and practitioner of advantage gaming to have ever lived. Max Rubin stated “In all the years I have thrown the Blackjack Ball when success is measured as function of skill, will and focus no one even comes close to Grosjean.” James is a graduate of Harvard University and attained a Masters’ Degree from the University of Chicago’s, School of Economics. James authored Beyond Counting Exhibit CAA. It is one of the most comprehensive books on advantage gaming ever published.
These four people are a small subset of the Blackjack Ball guest list. It is by no means the cream of the crop of the attendees. A random selection of any 4 attendees would yield an equally impressive set of backgrounds. This begs the questions: what is it about the game of blackjack, and more importantly, the skills one acquires when attempting to beat the game of blackjack, that has contributed to the overall success of each attendee? Throughout the evening I was able to discuss the impact that blackjack has had on the lives of many of the guests.
2016 Blackjack Hall of fame inductee Bill Benter touched on this subject during his acceptance speech. After thanking the men who first conceptualized and, subsequently, practiced advantage blackjack play, Professor Ed Thorp and Stanford Wong, Bill Benter thanked the game of blackjack itself. In a profound argument for engaging in advantage play; Bill stated:
The game of blackjack is a tremendous teacher. It teaches us the importance of study and preparation. Advantage Players have such a narrow edge that it is vital that when we desire to succeed, it is important that we focus our efforts on that goal, because the slightest misstep can be the difference between success and failure. And that reasoning is a perfect analogy for life. Blackjack teaches us the importance of teamwork, and the humbling effect of knowing that you can have a bad day but still feel good because you take solace in knowing you did everything right. And just because it didn’t work out that day it doesn’t mean it will not work most days.
Blair Hull often gives talks about his experiences as a stock and options trader; he describes his core competencies as systematic, data driven and disciplined. In a brief conversation with me he said these values were firmly instilled in him during his blackjack training and play by his mentor and friend Blackjack Hall of Famer Al Francesco. Blair is convinced that if it was not for the game of blackjack he would be driving a cab somewhere. Even though I am not convinced that this would be the case, it illustrates how important he believes blackjack was in shaping who he has become.
Rick Blain a retired Wall-Street investment wizard and author of many books on advantage play, whose slicked back hair and $5000 suit created a presence that reminded me of Gordan Gecko from the 1987 film Wall Street, derived his management style from his time leading professional blackjack teams. His approach:
Treat the people that work for you as partners rather than employees. Only when you get to know them as a person can you truly understand what motivates them and, in turn get their best out of them.
Rick was awarded the title of the “Worlds’ Greatest Blackjack Player” in 2015.
Don Johnson is without questions one of the most famous blackjack players in the world. Don reaped extraordinary profits over a decade ago while executing a variety Advantage Plays. But as these opportunities became harder and harder to come by, Don had to revise his approach. A chance encounter with a pair mathematicians and advantage players helped him to do this. “They completely changed the way I looked at the game” stated Johnson. Don’s exploits grew to epic proportions after he beat three Atlantic City casinos for over $15 million several years ago, while utilizing those casinos’ loss rebate programs. While luck certainly was a factor in his extraordinary Atlantic City wins, his openness to new approaches is an attribute firmly rooted in his ongoing study of blackjack.
The lessons derived from advantage play are not limited to the business world. The Australian native Zeljko Ranogajec, who began his professional career with just a few thousand dollars playing low limit games, is without question the most successful gambler ever, no one even comes close. Many people have tried to estimate his lifetime winnings but I have concluded that doing so is a fool’s errand. I asked Zeljko “What is it that he most attributes his success to?” He said “the standard answer is you really have to love what you are doing.” Ranogajec has long since moved away from casino gaming but has held on to that philosophy and, has applied it to his family life. He immediately lights up when he speaks of them. As great of a professional gambler as he is, I get the distinct impression that it is a distant second to his abilities as a father.
In the books and movies the life of advantage players are greatly romanticized. I asked John Chang, on whom the character of Mickey Rosa is based in the New York Times best-seller Bringing Down the House and subsequent movie 21, that chronicled the events of the M.I.T. Blackjack teams about this. He firmly stated that “the book got it about half of it right and the movie threw out that half”. In reality, advantage players are vilified by casinos, plain and simple. From the resumes of the people mentioned so far, the only threat that exists is the one to the casinos bottom line. From what I can conclude an industry wide policy to harass and persecute advantage players’ has been adopted ever since Thorp's book Beat the Dealer was published in 1962. And sometimes the casinos actions do cross the legal limit. Enter legal eagles Bob Nersesian and Thea Sankiewicz.
Bob is the most visible member of the of the married couple’s legal practice. Writing two books on gaming law: Beat the Player and The Law for Gamblers and, is the only non-professional player ever inducted in to the Blackjack Hall of Fame. However, Thea’s knowledge of the law, deductive reasoning and critical thinking ability is without peer. The Las Vegas based law offices of Nersesian & Sankiewicz have represented hundreds of advantage players over the years, including the one writing this article, resulting in settlements and jury trial awards from casinos, in a cumulative range of tens of millions of dollars.
In fiscal year 2015 Nevada casinos had their best year in a long while. They only managed to lose approximately $662 million. Believe it or not this is a vast improvement over previous years. Regular Blackjack Ball attendee Anthony Curtis is a 30 year veteran of the gaming industry. He is the publisher of the Las Vegas Advisor website as well as the publisher at Huntington Press, which is the largest publisher of books on advantage gaming.
The biggest change he has seen in the past 3 decades is that casino resorts have been moving away from gaming and more towards non-gaming revenue streams. This is contrary to what first made Las Vegas successful. Anthony estimates the current revenue breakdown from casino resorts is approximately 35% from gaming and 65% from non-gaming. This means that casino resorts are catering more towards people in their 20s’and early 30s'. This is dumbfounding to me because the majority of that demographic does not have nearly as much disposable income as the players that made casinos successful in the past. This demographic is too busy raising a family or paying down student debt.
Noticeably absent from this year’s Blackjack Ball was Professor Ed Thorp. Even though Professor Thorp was called away at the last minute, I was able to speak with him by phone. Professor Thorp is President of Edward O. Thorp & Associates. His personal investment portfolio is reported to have yielded an annualized 20 percent rate of return, averaged over 28.5 years. Professor Thorp wrote Beat the Dealer in 1962. It was the first mathematically based text on advantage play and card counting ever made widely available to the public. I asked Professor Thorp what drove him to evaluate the viability of beating blackjack. He replied:
Conventional wisdom by mathematicians at the time was that all casino games could not be beaten, but while on a trip to Las Vegas I decided to play blackjack and there were things about the game that I noticed immediately that did not fall in line with what was thought to be true.
The biography of every person at the Blackjack Ball starts with the same phrase: “I read Beat the Dealer by Ed Thorp in ….” As a former collegiate instructor I know first-hand that the goal of any teacher is to impact their students’ lives in such a way that it drives them to succeed. I asked Thorp how it made him feel to have had such a positive impact on the lives of so many successful people. Thorp said to me:
Getting people to be excited about math applications makes me feel good and the fact that so many have made so much money playing blackjack and by extension in the stock and options markets makes me feel really good.
In November 2016 Random House will publish Thorps’ new book titled A Man for All Markets. The book will be a memoir and commentary on his life since he first wrote Beat the Dealer in 1962. It will also offer insights on the general business of life.
With so many great players in one place the question that instinctively arises in one’s mind is: “Who is the best player here?” Because Max Rubin is so clever, he came up with a way to answer this question. Every year all attendees compete for the title of the World’s Best Blackjack Player by answering a series of complex questions on gaming related issues. The questions are a combination of non-technical and math based problems. The winner is awarded the Grosjean Cup. It is named after James Grosjean who was barred from competition 7 years ago because he took first or second place in every competition in the decade prior to him being banned from competing. This year the Grosjean Cup took the form of a Nebuchadnezzar (a 15 liter bottle) of Luc Belaire Rare Rose champagne courtesy of Don Johnson.
After multiple rounds of questions, the two finalists were John Chang and Lee Jensen (This is not his real name). The winner would be determined by a final card counting contest. Each player was given two decks of cards with a single card missing. Using any card counting system they wanted, each player had to determine the missing card. In the end youth triumphed over experience when Lee shouted out the value of the card a split second before the Hall of Famer John Chang.
After the presentation of the Grosjean Cup, the after-party at the secondary location commenced. Here tradecraft secrets are exchanged and new partnerships are formed. Not with long and complex contracts, but with a handshake and smile. It is at these after-parties that first time attendees get to experience the true camaraderie that exist between professional players and, where all attendees affirm that the real currency of this profession is not dollars but trust.
When the close to this amazing evening approached, many of the guests began gathering their coats and saying their goodbyes to both old friends, and new. With faint smiles across many of the faces, the anticipation of next year’s event began to sprout. And as business cards were exchanged and emails written down it struck me just how passionate this group of extraordinary men and women are about what they do. I can only surmise that their success is not fueled by the desire of money or power, but by the willingness to take on the challenge of solving problems that very few people even understand. Whether it is beating casino games, managing companies or predicting the stock market these men and women give every ounce of energy and intelligence to that end, and whatever the outcome is, they are gratified. In today’s charged environment, where so many are focused on the negative aspects of the world, finding that positive content is exceedingly rare. But if a person works hard enough and is lucky enough he or she will attain that elusive goal. And when that happens, that person will realize that every seemingly wrong turn, missed opportunity and setback was a straight line leading precisely to where he or she wanted to be. In my particular case that destination was the 2016 Blackjack Ball.
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6232
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dbpedia
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https://livius1.com/2017/04/03/the-gambler-from-natchez/
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en
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The Gambler from Natchez
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[
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[
"Colin McGuigan"
] |
2017-04-03T00:00:00
|
I remember when I was first toying with the idea of starting up a blog on movies, almost ten years ago now, and wondering about whether or not I wanted to focus on certain genres or types of film. Back then lots of the big entertainment sites took what looked like a shotgun approach of…
|
en
|
Riding the High Country
|
https://livius1.com/2017/04/03/the-gambler-from-natchez/
|
I remember when I was first toying with the idea of starting up a blog on movies, almost ten years ago now, and wondering about whether or not I wanted to focus on certain genres or types of film. Back then lots of the big entertainment sites took what looked like a shotgun approach of covering as wide a range of material as possible and I felt the best way to break into this digital scribbling was to specialize. The question though was what to specialize in. I eventually settled on writing primarily (though by no means exclusively) on westerns of the classic era as that was, and remains, my favorite area. But I’d mulled over a focus on noir thrillers (which do figure fairly prominently as it stands) and even war movies for a while. Another genre that I recall giving some thought to was the swashbuckler/adventure picture yet I ultimately felt that had limited appeal. Anyway, all this leads me in a slightly circuitous way to The Gambler from Natchez (1954), something of a hybrid which blends together elements of both the swashbuckler and the western to produce a pretty enjoyable confection.
We follow Vance Colby (Dale Robertson) on his way back to New Orleans having served in the army of Texas under Sam Houston. The uniform tells us Colby is a soldier, and a run in with an ill-tempered card player reveals his familiarity with games of chance. The fact is he’s the son of a renowned gambler and immensely proud of it too. His defense of the honor of his family leads to a fight (the first of many) and also the acquaintance of a kindred spirit in Antoine Barbee (Thomas Gomez) and his spitfire daughter Melanie (Debra Paget), two people who will figure prominently in events to follow. In brief, Colby is soon to learn that his father is dead, slain after being accused of cheating at a game of Blackjack. It looks very much as though the three men responsible, led by foppish but ruthless plantation owner André Rivage (Kevin McCarthy), had other reasons for the killing, and the rest of the tale is taken up with the unraveling of their scheme and the quest for justice.
I’ve tagged The Gambler from Natchez as a western here even though, as I mentioned earlier, it’s at best a hybrid form with arguably more of a swashbuckling flavor about it. However, I hope the presence of Robertson (and to some extent Paget) and a story from the pen of Gerald Drayson Adams makes my stretching of the definitions of the genre just about permissible, but I won’t mind if anyone strongly objects. Director Henry Levin moves everything along at a nice even pace, never getting bogged down in unnecessary asides nor skimming over the important parts. Cameraman Lloyd Ahern ensures everything looks as sumptuous as possible while Levin get maximum impact from the action set pieces – a nocturnal chase through the reeds and a brace of duels, one with pistols and the other with rapiers.
Dale Robertson was very much a western star. Sure he worked in other genres but even a quick glance through his filmography shows how much it leans towards the Old West. A film like The Gambler from Natchez called for his customary ruggedness and also a degree of suavity that we don’t always see. It’s a balancing act which I reckon he pulls off perfectly successfully – the polish of the climactic duel with McCarthy standing as proof of that. And McCarthy was one of the most versatile actors to ply his trade in Hollywood, taking on heroic and villainous roles as lead or support with ease – he’s likely most famous for his work in Don Siegel’s Invasion of the Body Snatchers. Suffice to say he sneers with some style in this movie. Debra Paget’s looks meant she was an ideal fit for westerns and exotica alike. She’s very good as the fiery river denizen with a particularly determined streak and plays well off the cool Robertson. Thomas Gomez is another of those whose presence I always appreciate in a film. He could bring tragedy and pathos to his parts as in Force of Evil yet also possessed a lovely light touch and indulged in that latter quality here.
The Gambler from Natchez has been released in the US as a MOD disc from Fox and had also available in Spain as a pressed DVD via Fox/Impulso for some time before that. I have that Spanish disc which presents the film in what I take is an open matte transfer – IMDb suggest the correct aspect ratio is 1.66:1 and that may or may not be right, I’d have thought anything up to 1.78:1 would be possible. That aside, the movie looks reasonably good, a bit of a clean up would bring out more detail and perhaps add a bit more pop to the colors, but it’s quite watchable as it is.
This is a film which is hard to classify neatly in any one genre, drifting between the western, the swashbuckler and the adventure yarn. None of that is especially important of course, what does matter is how effectively all these aspects come together. In my opinion, it all gels and therefore works. The film has no pretensions of being anything other than a smooth piece of entertainment and goes about its business with style, excitement and wit. A good film.
|
|||||
6232
|
dbpedia
|
0
| 35
|
https://www.bfi.org.uk/sight-and-sound/reviews/card-counter-triumph-oscar-isaac
|
en
|
The Card Counter is a triumph for Oscar Isaac
|
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[
"BFI"
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2021-11-04T16:37:16+00:00
|
Paul Schrader returns with another of his philosophical ‘lonely men’ dramas, starring Oscar Isaac as self-loathing professional blackjack player William Tell.
|
en
|
BFI
|
https://www.bfi.org.uk/sight-and-sound/reviews/card-counter-triumph-oscar-isaac
|
Sign up for Sight and Sound’s Weekly Film Bulletin and more
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► The Card Counter is in UK cinemas from November 5.
Paul Schrader is probably the only mainstream director currently interested in protagonists who sit down and write. He is also perhaps one of the last to be committed to protagonists who think: in his latest film, who pursue thought as a way of life and practise it methodically, as suggested by the title The Card Counter. Its hero is not merely a gambler, but someone who rigorously calculates the odds and the numbers, then withdraws at the right moment. A professional blackjack player, he always plays for medium stakes then leaves quietly with his modest winnings. His nom de guerre is ‘William Tell’, which not only suggests a propensity both to narration and to heroic rebellion, but alludes to the gambler’s ‘tell’, the involuntary mannerism that exposes their thoughts. This character, however, is not so easily exposed; he has constructed his identity as an enclosed, smooth shell, and it is only little by little that the film cracks it apart.
Schrader plays his own hand methodically, measuring out his revelations. The film begins with Tell’s voiceover, recalling how he was once afraid of confined space, yet became easily attuned to life in Leavenworth Prison, where he studied the Stoic philosophy of Marcus Aurelius. Now released, he travels the US as a blackjack player, keeping a distance from the world, always following a ritual practice of wrapping his hotel rooms’ furniture in white sheets, removing its distinguishing features as he has erased his own. Tell is a quiet man who has tuned his personality down to near-zero, though as played by Oscar Isaac he inescapably cuts a dashing figure, with his elegantly discreet grey suits and saturnine, enclosed manner.
Three people combine to bring Tell out of himself and into the world, all encountered in the drab American galaxy of hotels and malls that is the gambling circuit’s unglamorous habitat, and in which individual cities barely register. One is gambling agent La Linda, a vivid, sly performance by Tiffany Haddish. She wants to recruit Tell for high-stakes poker, but is also interested in exploratory flirtation, and in prising open his enigmatic exterior – something for which her flamboyantly long fingernails might symbolically equip her.
The second person is an intense young man, Cirk (Tye Sheridan), who wants to enlist Tell for a revenge mission in which he knows the gambler will have a personal stake. Cirk’s plan targets the third person Tell encounters: a man seen at a counter-espionage convention, touting lie-detection tech. Himself lying about his identity, he is really Major John Gordo (Willem Dafoe), once an officer at Abu Ghraib prison, scene of the US’s horrific human rights violations in Iraq. Flashbacks – shot with extreme wide-angle lenses that warp the prison’s corridors nightmarishly, as if we’re immersed in a wildly distorted VR experience – show Tell in his former self, as soldier William Tillich, recruited by Gordo to carry out, as one of our age’s grimmest euphemisms has it, ‘enhanced interrogation’.
Tillich, we learn, was court-martialled and imprisoned, while Gordo got off free as an independent contractor. Someone else who paid the price for association with him was Cirk’s father, which is why the young man wants Gordo dead. With Tillich’s backstory laid bare, he ends up taking a huge bet on Cirk, adopting him as protégé, hopeful that he can redeem the kid and perhaps himself. Meanwhile, a slow-burning encounter with La Linda suggests that Tillich, after years of grey-toned seclusion, might be coming back to life – as suggested by a nocturnal walk together through a hallucinatory forest of coloured lights.
Redemption is a more than well-worn theme in US drama, although it often comes alive – coupled with its table partner, perdition – in the gambling movie (a memorable recent example, Boden and Fleck’s underrated Mississippi Grind, 2015). But redemption as a theme regains its full spiritual and theological weight when we’re dealing with Schrader, a lifelong disciple of Robert Bresson. The Card Counter is one of the ‘lonely men’ dramas in which Schrader seems most vitally and seriously himself: among them, Light Sleeper (1992), which starred Dafoe; 2017’s magisterial, severe First Reformed; Taxi Driver (1976), which Schrader scripted; and American Gigolo (1980), which ended, as does The Card Counter, with a visual allusion to the redemptive closing shot of Bresson’s Pickpocket.
We may well feel uneasy when redemption is a theme of US dramas about historical wrongs done by America: that’s the recurrent problem of Hollywood’s Vietnam cycle, which dwells solipsistically on the psychic damage incurred by American soldiers, and their struggle to mend their selves. In fact, it’s not entirely the case that mainstream Western cinema cannot engage with the experiences of non-Western victims – take the recent earnest but honourable The Mauritanian, about Guantánamo internee Mohamedou Ould Slahi.
In this case, however, Schrader’s philosophical seriousness and dramatic sobriety convince us to take Tillich’s travails seriously, and to accept that they have a spiritual as well as worldly dimension; besides, the experiences of those tortured in Abu Ghraib would require an extraordinary leap of artistic vision and empathy to convincingly portray them from the inside without being presumptuously intrusive. That said, Schrader does push his heightened vision of earthly hell a touch too far in a shot where Gordo’s cackling face looms grotesquely in close-up like a pantomime demon.
What truly makes the film is its paced, tempered restraint and reserve, with only occasional discreet flashes of the satire that you might expect in depictions of the gambling scene: such as a brash, self-promoting player in Stars and Stripes regalia, his followers triumphally roaring, “USA!”, and who is of course from the former Soviet Union.
The film is a triumph for Isaac, whose calm, elegant inwardness, hinting at deep, heavily secured reservoirs of anguish and self-loathing in Tell, registers tautly as the character’s wry scepticism about the world, and absolute hard-won reliance on the self. It’s characteristic of the film that its great climactic moment of truth is played out behind closed doors, as Tell/Tillich steps forward with an air of gritted weariness before the inevitable. It’s a pure Schrader moment, the culmination of a rare contemporary film that flies the flag for the cerebral agonist.
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https://en.wikipedia.org/wiki/The_Gambler_(novel)
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The Gambler (novel)
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https://en.wikipedia.org/wiki/The_Gambler_(novel)
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Novel by Fyodor Dostoyevsky
The Gambler (Russian: Игрокъ, romanized: Igrok; modern spelling Игрок) is a short novel by Fyodor Dostoevsky about a young tutor in the employment of a formerly wealthy Russian general. Set in a hotel and casino in a German city, the theme of gambling reflects Dostoevsky's own experience of addiction to roulette. Dostoevsky completed the novel in 1866 under a strict deadline to pay off gambling debts.[1]
Background
[edit]
Dostoevsky gambled for the first time at the tables at Wiesbaden in 1863.[2] From that time till 1871, when his passion for gambling subsided, he played at Baden-Baden, Homburg, and Saxon-les-Bains frequently, often beginning by winning a small amount of money and losing far more in the end.[2] He first mentions his interest in gambling in a letter he sent to his first wife's sister on 1 September 1863 describing his initial success:[3]
Please do not think that, in my joy over not having lost, I am showing off by saying that I possess the secret of how to win instead of losing. I really do know the secret — it is terribly silly and simple, merely a matter of keeping oneself under constant control and never getting excited, no matter how the game shifts. That's all there is to it — you just can't lose that way and are sure to win.
Within a week he lost his winnings and was forced to beg his family for money. He wrote to his brother Mikhail on 8 September 1863:[2]
And I believed in my system ... within a quarter of an hour I won 600 francs. This whetted my appetite. Suddenly I started to lose, couldn't control myself and lost everything. After that I ... took my last money, and went to play ... I was carried away by this unusual good fortune and I risked all 35 napoleons and lost them all. I had 6 napoleons d'or left to pay the landlady and for the journey. In Geneva I pawned my watch.
Dostoevsky then agreed to a hazardous contract with F. T. Stellovsky that if he did not deliver a novel of 12 or more signatures by 1 November 1866, Stellovsky would acquire the right to publish Dostoevsky's works for nine years, until 1 November 1875, without any compensation to the writer.[2][4] He noted down parts of his story, then dictated them to one of the first stenographers in Russia, the 19 year old Anna Grigorevna Snitkina, who transcribed them and copied it neatly out for him. With her help, he was able to finish the book in time. Anna later became his wife.[4][1]
Plot summary
[edit]
The first-person narrative is told from the point of view of Alexei Ivanovich, a tutor working for a Russian family living in a suite at a German hotel. The patriarch of the family, The General, is indebted to the Frenchman de Grieux and has mortgaged his property in Russia to pay only a small amount of his debt. Upon learning of the illness of his wealthy aunt, "Grandmother", he sends streams of telegrams to Moscow and awaits the news of her demise. His expected inheritance will pay his debts and gain Mademoiselle Blanche de Cominges's hand in marriage.
Alexei is hopelessly in love with Polina, the General's stepdaughter. She asks him to go to the town's casino and place a bet for her. After hesitations, he succumbs and ends up winning at the roulette table. He returns to her with the winnings, but she will not tell him why she is in such need of money. She laughs at him (as she does when he professes his love) and treats him with apparent indifference. Alexei only learns the details of the General's and Polina's financial state later in the story through his long-time acquaintance, Mr. Astley. Astley is a shy Englishman who seems to share Alexei's fondness for Polina. He comes from English nobility and is very wealthy.
One day, while Polina and Alexei are on a walk on the Schlangenberg (a mountain in the German town), he swears an oath of servitude to her. He tells her that all she has to do is give the word and he will gladly walk off the edge and plummet to his death. Polina dares him to insult the aristocratic couple Baron and Baroness Wurmerhelm, whom they have just seen, and he does so. This sets off a chain of events that explains Mademoiselle Blanche's interest in the General and gets Alexei fired as tutor of the General's children. Shortly after this, Grandmother shows up and surprises the whole party of debtors and indebted. She tells them all that she knows all about the General's debt and why the Frenchman and woman are waiting around the suite day after day. She leaves the party of death-profiteers, telling them that none of them are getting any of her money. She asks Alexei to be her guide around the town, famous for its healing waters and infamous for its casino; she wants to gamble.
Grandmother plays at the roulette table and wins a large amount of money. She briefly returns to the hotel, but she has caught the gambling bug and soon returns to the casino. After three days, she has lost over a hundred thousand roubles.
After sending Grandmother off at the railway station, Alexei returns to his room where he is greeted by Polina. She shows him a letter where des Grieux says he has started legal proceedings to sell the General's properties mortgaged to him, but he is returning properties worth fifty thousand roubles to the General for Polina's benefit. Des Grieux says he feels he has fulfilled all his obligations. Polina tells Alexei that she is des Grieux's mistress and she wishes she had fifty thousand roubles to fling in des Grieux's face. Upon hearing this, Alexei runs out of the room and to the casino where, over a few hours, he wins two hundred thousand florins (100,000 francs) and becomes a rich man. When he gets back to his room and the waiting Polina, he empties the gold and bank notes from his pockets onto the bed. At first Polina accuses him of trying to buy her like des Grieux, but then she embraces him. They fall asleep on the couch. Next day, she asks for fifty thousand roubles (25,000 francs) and when he gives it to her, she flings the money in his face and runs off to Mr. Astley (Polina and Mr. Astley had been secretly meeting; she was supposed to meet Astley the night before, but had come by mistake to Alexei's room). Alexei doesn't see her again.
After learning that the General won't be getting his inheritance, Mademoiselle Blanche leaves for Paris with her mother and seduces Alexei to follow her. They stay together for almost a month; he allows Mlle Blanche to spend his entire fortune on her own personal expenses, carriages and horses, dinner dances, and a wedding-party. After getting herself financially secured, Mlle Blanche, desiring an established social status, unexpectedly marries the General, who has followed her to Paris.
Alexei starts to gamble to survive. One day he passes Mr. Astley on a park bench in Bad Homburg and has a talk with him. He finds out from Astley that Polina is in Switzerland and actually does love Alexei. Astley tells him that Grandmother has died and left Polina and the children financially secured. The General has died in Paris. Astley gives him some money but shows little hope that he will not use it for gambling. Alexei goes home dreaming of going to Switzerland the next day and recollects what made him win at the roulette tables in the past.
Characters
[edit]
In order of appearance:
Chapter 1
I can't stand this lackeyishness in the gossip columns of the whole world, and mainly in our Russian newspapers: ... first, the extraordinary magnificence and splendor of the gaming rooms in the roulette towns on the Rhine, and second, the heaps of gold that supposedly lie on the tables ... There is no magnificence in these trashy rooms, and as for the gold, not only are there no heaps on the tables, but there's scarcely even the slightest trace.
Alexei Ivanovich – The narrator of the story; nobleman, wiseacre. Tutor of The General's young children Nadjenka and Misha. Pathologically in love with Polina Alexandrovna: "...two days ago on the Schlangenberg you challenged me, and I whispered: say the word and I'll jump into this abyss. If you had said the word then I would have jumped."
The General – Sagorjanski, 55, a widower, in love with Mlle Blanche. In thrall to the Marquis Des Grieux since the latter made up a shortfall in public funds that the general had to cover before he could hand over his government post.
Polina Alexandrovna Praskovja – The General's stepdaughter. Spitefully manipulates the smitten narrator. Cares nothing for gambling.
Maria Filippovna – The General's sister
Marquis des Grieux – The "little Frenchman", called "Monsieur le Comte" by the servants. Pompous, holds forth about finance at the dinner table. Deeply concerned that The General receive his inheritance so that des Grieux can be repaid.
Mr. Astley – Englishman, nephew of Lord Piebrook, serves as a steadying influence on Alexei Ivanovich. "I have never met a shyer man ... very nice and quiet". Far wealthier than des Grieux.
Chapter 3
Why is gambling worse than any other way of making money—trade, for instance?
Mademoiselle Blanche de Cominges – The General's fiancée, assumed to be a French noblewoman. About 25, "tall and well built, with shapely shoulders ... her hair is black as ink, and there is a terrible amount of it, enough for two coiffures ... She dresses showily, richly, with chic, but with great taste". Returns the attentions of The General only insofar as she is interested in his prospective inheritance.
Chapter 6
...is it really not clear yet which is more vile—Russian outrageousness or the German way of accumulation through honest work?
Baroness Wurmerhelm – "...short and extraordinarily fat, with a terribly fat, pendulous chin, so that her neck couldn't be seen at all. A purple face. Small eyes, wicked and insolent. She walks along as if she's doing everyone an honor."
Baron Wurmerhelm – "...dry, tall. His face, as German faces usually are, is crooked and covered with a thousand tiny wrinkles; eyeglasses; forty-five years old ... Proud as a peacock. A bit clumsy".
Chapter 9
Des Grieux was like all Frenchmen, that is, cheerful and amiable when it was necessary and profitable, and insufferably dull when the necessity to be cheerful and amiable ceased. A Frenchman is rarely amiable by nature; he is always amiable as if on command, out of calculation.
Antonida Vasilevna Tarasevitcheva – The General's aunt, called la baboulinka (The Grandmother). "...formidable and rich, seventy-five years old ... a landowner and a Moscow grande dame ... perky, self-satisfied, straight-backed, shouting loudly and commandingly, scolding everybody..." Takes an instant liking to roulette, with disastrous consequences.
Potapyts – The Grandmother's butler
Marfa – The Grandmother's maid, "a forty-year-old maiden, red-cheeked but already beginning to go gray..."
Madame de Cominges (no dialog) – Assumed to be Mlle Blanche's mother; called "Madame la Comtesse" by the servants.
The Little Prince (no dialog) – Companion to Mlle Blanche when it appears there may be some trouble with The General's inheritance.
Fedosja (no dialog) – General's nanny
Prince Nilski (no dialog)
Chapter 15
Albert (no dialog) – Army officer in Paris, Mlle Blanche's lover
English translations
[edit]
Fred Whishaw
C. J. Hogarth
Constance Garnett
Ivy Litvinov
Jessie Coulson
Jane Kentish
Richard Pevear and Larissa Volokhonsky
Hugh Aplin
Ronald Meyer
Adaptations
[edit]
The novel was the basis of a 1929 opera by Sergei Prokofiev, The Gambler.
Several films have been inspired by the book. The Great Sinner, a loose adaptation, starred Gregory Peck and Ava Gardner under the direction of Robert Siodmak in 1949. Le joueur, a 1958 french film adaptation by Claude Autant-Lara, starred by Gérard Philipe. A 1972 co-production of the USSR and Czechoslovakia by Lenfilm studio and Barrandov Studios, directed by Alexei Batalov, follows the book closely.
There are two movies based on Dostoevsky's life during the time when he was writing the novel. The 1981 Soviet film, Twenty Six Days from the Life of Dostoyevsky and the Hungarian director Károly Makk's 1997 film The Gambler.
A TV mini-series was broadcast on BBC in 1969, and rebroadcast by Masterpiece Theatre in the US.[5]
A radio play version was aired by BBC Radio 4 in December 2010, written by Glyn Maxwell and directed by Guy Retallack.[6]
A two-part modern-day adaptation, written by Dolya Gavanski (who also played "Polina") and entitled The Russian Gambler, was broadcast on BBC Radio 4 as part of its Classic Serial series in November 2013 and re-broadcast on BBC Radio 4 Extra in March 2018. The cast also included Ed Stoppard as Alexei.[7]
References
[edit]
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https://www.thisamericanlife.org/466/transcript
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This American Life
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This American Life
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https://www.thisamericanlife.org/466/transcript
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Ira Glass
OK, here we go. Blackjack, $10 tables. $10 high limit room, which no one is in.
Monday, late morning. This American Life producer, Robyn Semien, and I are in a casino that will remain unnamed here on the radio because we did not have permission to record. I did not ask for permission due to the nature of our visit.
Ira Glass
Stay over here.
We stand by one of the blackjack tables, and Robyn does a quick scan of the cards.
Ira Glass
What's the count on this table?
Robyn Semien
I get a six.
Ira Glass
We were there to count cards, to play blackjack and count cards while we did it, which gives a player such a big advantage against the house that most casinos ask you to leave the table if they catch you doing it. And how did we end up here? Well, we'd gotten a lesson the day before in how to count cards.
Andy Bloch
We used to say that you could teach a piece of wood to play blackjack. You just have to be able to keep your wits about you when you're at the table and not make too many mistakes.
Ira Glass
We got our lesson from Andy Bloch, who played blackjack for what is possibly the most famous group of blackjack card counters, the so-called "MIT Blackjack Team." Their winnings inspired a best-selling book and a terrible Hollywood film called 21.
These were real MIT students. Andy studied electrical engineering. There is no reliable way to know how much they won. They claim over $8 million between 1994 and 2000. After he quit the team, Andy put out an instructional DVD about how to count cards. He doesn't play much blackjack himself anymore.
Andy Bloch
Once I got known as a part of the MIT Blackjack Team, it became hard to play. And I would get kicked out of just about anywhere I tried to play. And sometimes, I would take friends there. They just wanted to see me get kicked out of some place.
[LAUGHTER]
Play for a little bit. After, you know, 15 minutes, an hour, they'd come over and ask me to leave.
Ira Glass
Now, I don't know if I should assume that you've played blackjack or you know rules, but if you haven't played or you don't know, here are the rules. Everybody at the table gets cards. You can ask for more cards if you want. The way that you do that is that you tell the dealer, hit me.
You want your cards to add up as close to 21 as possible without going over. It's very simple, so simple that, when you play, it feels winnable. And it seems like everybody who you meet who plays blackjack has a system. Everyone thinks they can beat it.
Andy Bloch
Yeah, I've heard a lot of crazy systems about blackjack. You know, the best myths are the ones that are based in fact. And it is a fact that you can beat blackjack. You can actually beat the casinos. And the idea that it's possible to beat the casino is what made blackjack so popular.
Ira Glass
I think this is what makes blackjack so special, is that you think you can beat it. But, of course, as soon as you start to think you can beat it, it gets you into trouble. Here's how diabolical blackjack is. Unlike most casino games, if you play blackjack correctly, the casino barely has an edge. The odds are very close to 50-50. You win almost half the time. So the dream of winning is right there in front of you, just out of reach.
And if you did have a system that could beat blackjack, imagine what that would mean. It's like, the money is just sitting there in casinos everywhere, all over the world, huge stacks of chips and $100 bills waiting for you to take them home. No job? Bad economy? If blackjack is beatable, your problems are solved.
Today, on our program, we watch people run after that dream, including some fine, upright, God-fearing people, including Robyn and me. Stay with us, and good luck with that ace.
OK, so, when Andy Bloch says that you can beat the casinos, he is talking specifically about counting cards to change the odds. The mathematics of counting cards was nailed down in the 1950s and '60s. There is a way to count cards that definitively gives you an edge over the house.
And you don't need to be a Rain Man or have a photographic memory to pull this off. A normal person can do it. So Robyn and I decided that we wanted to learn. And I could pretend right now that there is a high-minded, journalistic reason for this. You know, we wouldn't really understand what blackjack is all about if we didn't dive in ourselves. That would be a lie.
We'd both heard of card counting. We wanted to try for the same reasons that anybody does. We thought it would be so awesome to beat blackjack. And the thought that we would be doing it during our jobs, that we would be in a casino when the rest of the staff was back at the office editing and writing-- amazing.
So I can tell you what we learned in, like, two minutes. Here is how card counting works. Please remember this public radio station if it makes you rich. The basic idea is, for lots of reasons that we don't need to get into here, tens and aces are to your advantage as a blackjack player. So, as the cards are dealt, what you want to know is, are there lots of tens and aces left in the deck for you to get? And by tens, I should say I just don't mean, like, the 10 of hearts, and the 10 of spades, and all that, but I mean, like, the face cards that add 10 to your hand when you play blackjack.
OK. So still with me? You want tens and aces, and you count. And this is important. You're not going to keep track of the position of every single card. You're not memorizing the deck. That would be insane. They invented something that is way, way easier than that. You just keep a running tally, a very rough one, of tens and aces.
You start your tally at zero. When a 10 or an ace is dealt, you subtract one from the tally. When a low card comes out, you add one. That's it. That's the whole thing. The running tally, that one number, that's all you need to know. Again, here's Andy Bloch.
Andy Bloch
It's not a complicated thing. You don't need a great memory. You don't need to know how many queens are left in the deck. You just need to know that one number.
Ira Glass
And when that one number, when you're running tally gets up to seven, or eight, or nine, it means that there are lots of aces and tens left in the deck. So it's good for you, right? It's really, really good for you. And that is the time that you want to start to bet big. Like, your bet should jump up to five times what it was, Andy says. All you have to do is keep your running tally. And Andy demonstrated here. He dealt cards into a pile to demonstrate how that works.
Andy Bloch
So minus one, zero, plus one, plus two, plus one, plus two, plus three, plus two.
Ira Glass
Then it was time for Robyn and I to try this. Note that the pace changes just a little.
Robyn Semien
Plus two.
Ira Glass
Plus two-- it was a three.
Robyn Semien
Plus one.
Ira Glass
Plus one. Zero.
Robyn Semien
Zero.
Ira Glass
Minus one.
Robyn Semien
Plus one.
Andy Bloch
Plus one.
Ira Glass
You know, I'm getting confused over which one gets the plus and which gets the minus.
Robyn Semien
It's really confusing.
Andy Bloch
You're sad when tens and aces come out, especially when you don't get them.
Ira Glass
You're sad when tens and aces come out, which is why they get subtracted.
Robyn Semien
There we go. That helps.
Ira Glass
OK.
We tried a few more times. Andy would deal. Robyn and I would keep the count in our heads. At the end, he would ask us the count.
Andy Bloch
OK, what'd you get?
Ira Glass
Minus five.
Robyn Semien
Negative two.
Andy Bloch
Minus three.
[BLEEP]
[LAUGHTER]
Ira Glass
Finally, on our fourth try, Andy dealt the cards, we kept the count in our heads, and at the end--
Robyn Semien
Negative eight.
Ira Glass
That's what I have too.
Andy Bloch
All right. You guys both win. Negative eight.
Robyn Semien
Shut up!
Andy Bloch
Well done.
Robyn Semien
My heart's racing a little bit.
Andy Bloch
You're ready to hit the tables.
Ira Glass
And so, the next day, we headed to Atlantic City. We headed to the casino to hit the tables and try our techniques at the lowest stakes tables possible. We basically went into the kiddie pool. We skied the bunny hill. Did we win? Did the casino notice and send swarms of security guards with walkie-talkies to kindly ask us to play a different game? What happened to us? Later in this hour.
Ira Glass
Which brings us to Act One. Act One, Render Unto Caesar's Palace What is Due Caesar's Palace.
When you think professional gamblers, you don't think Christians. But there was a team of blackjack-playing Christians. No joke. There's a documentary about it called Holy Rollers. They took in $3.5 million from casinos. To do that, the entire team had to know how to count cards. They had skills. But beyond that, what did a Christian card-counting team have going for them that gave them an edge? Former Sunday school teacher Jack Hitt decided to find out.
Jack Hitt
The way Ben tells the story, it all began where so many great ideas originate, reading in the bathroom. It was a book about gambling, and there was a three-page chapter on blackjack explaining how to count cards. And Ben thought, I could do this.
He waited tables back then, minimum wage work. And he had just had his first kid. He and his wife were broke, and so one day, he came up with a plan to take their last $800 to a dinky Casino outside of Seattle, and he won.
Ben
The first day, I remember making, maybe it was $500 or $1,000 in one night. And I've never seen money move like that before. You know, I was used to waiting tables. And every once in a while, I would get a $10 tip and maybe make $100 a night. But I just remember being fascinated by how fast this cash could move back and forth. It was just I started to see money differently.
Jack Hitt
Ben formed a small crew of card counters to hit the casinos together, and they did OK for a while. But after three years, that team fell apart. Ben said they just had different values.
And so Ben and another player, his good friend Colin, decided that if they were going to create a great team, then they had to find new members they could trust completely. And that's when it hit them. The perfect source of blackjack players. It was right in front of them, at least on Sundays-- church.
Ben
Basically, all these people had been watching us play blackjack for the last three years. And they didn't know a lot about it, but they knew that I had bought a house with the winnings. So there was all these, kind of, family members that had heard of the story and, I think, frankly, were just excited about the story.
And me and my business partner, Colin, we went to different churches, so he had people from his church coming to him. And you know, word was kind of spreading. And people were like, oh, I heard about this blackjack thing. Are you guys hiring people? And if it was the right person, we would never say no.
Jack Hitt
Now that Ben and Colin had their players, they needed more money, a lot more money, if they hoped to win big. So they went to the same source. Using PowerPoint presentations, they showed their fellow Christians how much they'd been winning not using luck or prayer, just math. And at the end of this presentation, here's what they pulled off. They convinced churchgoers to cash out their savings and retirement funds and hand them over to a pack of young people to carry straight into the devil's playground and risk at blackjack tables.
Now, I know what you're thinking. Wait, where's the Christ in cheating at blackjack? And isn't gambling a sin, or just wrong? Turns out all the players asked those questions too. In fact, Ben said part of training a new team member always seemed to involve a moment when the player would be stricken by a crisis of faith. Ben said he got quite good at these rap sessions, and here was his argument. Yes, gambling's wrong. No question about that. But they weren't gambling at all, because they counted cards. Here's one of the players, Mike. He'll explain.
Mike
As a card counter, you go in there thinking there's no such thing as luck. There's only math. We're going to sit down and work for eight hours and make money. And that's the exact opposite of what 99.9% of all people do in a casino.
Jack Hitt
But even if you square in your heart that card counting is not a sin morally, isn't it illegal in some states, or at least considered cheating by the casinos? I ran this by Ben, the founder, who could not wait to correct me.
Ben
No, it's not. No, one of the biggest misconceptions ever-- and this drives me nuts, because it's so fundamental, but people don't get it, and I guess that's to the casino's credit, is people actually think that this is violating the rules of a casino. But we follow every rule the casino has. In fact, if you call up a casino and you ask them, is it against the law to count cards? Is it against your rules to count cards? They'll be like, uh, well, no, not really, but it is kind of frowned upon.
Jack Hitt
How could that be? We all know that casinos spend tons of money on overhead cameras and security guys to detect card counters. So I called the MGM Grand in Las Vegas, and Ben was right, card counting isn't illegal. In fact, the spokeswoman said it wasn't even against the rules, though they do discourage it.
She told me that if they catch you, they'll ask you to go play other games, a process known as backing off. Or if they really don't like what you're doing, they will tell you to leave and that you're not allowed back. But for the most part, casinos just don't like to dissuade anyone from gambling, even card counters. Maybe because most of them are so bad at it, they lose money anyway.
And so they pulled it off. Ben and Colin kept training more and more churchgoers, flying the members of their congregation to casinos all over the country. Soon enough, the casinos began to treat them as whales-- that's what they call big-time gamblers-- rewarding them with comps, free rooms, cases of liquor. They'd come home with amazing stories of winning thousands, sometimes tens of thousands on the perfectly laid bet. Bragging rights all around.
In order to convince the casinos that they were reckless high rollers and not card counters, they'd often wear costumes and take on personas, everything from golf pro to what one team member called "gay art collector." In this scene from the documentary, you see Colin dressed as a mechanic in a jumpsuit and baseball cap. Ben, meanwhile, has gone full-on goth, white face paint, black lipstick with black outfit, and even black fingernails.
But they never forgot this was a business, and business was good. To give you a sense of just how good, at the height of their team in 2007, Ben and Colin were rotating as many as 30 trained blackjack players through their transcontinental circuit. And remember, they would hand each member of the flock tens of thousands, sometimes as much as $80,000. And because you can't transfer money like that through, say, an ATM, the players carried this cash in envelopes stuffed in their pockets.
At the end of each trip, the members would return to Ben and Colin and report back their hours and winnings or losses. This was all done on the honor system. You can see why finding trustworthy, churchgoing collaborators was so important. When the whole team achieved a certain goal, $100,000 in winnings, they'd split the profits. And every quarter, Ben and Colin would host a team meeting at one of their houses in Seattle. Here's Colin at the big meeting in 2008.
Colin
You know, it's been another good quarter. Any guesses on how much we took from casinos in 2007?
Man 1
$900,000.
Colin
$900,000, 1.2, a million, something like that.
Man 2
1.5.
Colin
Boom! Yeah, you got it.
[APPLAUSE]
$1.58 million taken out of casinos this year. I'm excited to take more money from casinos next year.
Man 3
So for those you that hate casinos, we're doing our part.
[APPLAUSE]
Jack Hitt
Did you catch that last part? If you hate casinos. Even after all the talk of it being a business and not gambling, there was still this nagging sense that what they were doing was somehow not part of the Christian mission.
They were bleeding the casinos of evil money, doing their part. But occasionally, some players began to feel there was something wrong with what they were doing. Take Mike. He had joined the team with the most Christian of all intentions. He used to be a youth pastor. His crisis of faith began with the ninth commandment, thou shalt not bear false witness against thy neighbor. Weren't all these costumes and fake biographies bearing false witness?
Mike
High rollers are never mid-20 white kids. Never. And then they say, so what's your story, man? What do you do? Well, what do I say at that point, you know? Well, in the beginning of the team, I lied. I used to create crazy stories, because I thought it was fun.
I told at Hard Rock-- I remember they said, so, hey, what's your deal? I was like, oh, I work for Fox. I'm an animal agent. I actually do agent stuff for animals in movies. Maybe you've seen Bart the Bear in Legends of the Fall? I do stuff like that.
So I'm telling them this story. And the kid next to me playing, he says, no way! I work for Fox too! And he starts describing the offices and asking which building I work out of. And I thought, are you kidding me? The one time I say something off the top of my head, the guy sitting next to me works for Fox.
Jack Hitt
Do you think that was some divine intervention there?
Mike
It probably was. Maybe God saying, shut up. Just tell them the truth. I felt guilty right after I said that. It was wrong, and it was a sin to lie to them.
Jack Hitt
And there were other deceptions too. One involved playing in pairs. One person would count cards at the table, then they'd signal another teammate across the room to join the game and start betting big when the count favored the players. So you had to have a signal that looked like it wasn't a signal at all.
Shirley
Oh, crossing of the arms. Yeah, it's really subtle. So we would cross our arms if it was a good count, and we would leave our arms open if it wasn't a high enough count.
Jack Hitt
This is Shirley. Not her real name, by the way. Shirley used this tactic a lot. Among card counters, stepping up to the table right when it's hot is so well-known that it has a name, Wonging, from a famous counter known as Stanford Wong. There was this one time for Shirley, the most nerve-wracking bet of her life, that involved this exact tactic.
Shirley
I was at The Venetian in Las Vegas. I was playing at a table. I had just finished, and there was actually another guy on the team who was playing at the same pit across from me. And he gave me the sign to, what we call, "Wong in." It means you go over and you go to the table, because the count is good, the table's hot.
Jack Hitt
So Shirley walked up to the table and put down her bet, a massive bet, and then another, and another.
Shirley
It was phenomenal, because we kept winning and winning. There is layers of people behind us. We've got security around us. It's so intense. So I get two hands of 20. I got four tens, basically, which you think would be a great hand. The dealer pulls up a six. That means I have to split my tens.
Jack Hitt
OK, a quick explanation for those of you who don't play. In blackjack, you're trying to get close to 21. Two tens add up to 20, so that's a really good hand. Splitting tens is crazy, what they call a deviation, and Shirley has just done it, twice. But it's not crazy, if you happen to know that the deck is momentarily packed with high cards and that the dealer probably would bust.
Shirley
So I split my tens, and then I put another two grand on the other 10. And people are just like, what's she doing? Whoa! I mean, there's like comments from the crowd. I mean, people-- it's so much adrenaline when you are doing something that is completely against the blackjack book, but it's exactly what you're supposed to be doing. It's the right deviation, and you know you're going to kill it and win.
Oh, my goodness, it was crazy. I ended up with $22,000 on that one hand by the time it was over. It was insane, because I kept getting tens, and I kept splitting them. And I'm super, like, excited but nervous at the same time, hoping that this dealer busts out, which he's supposed to do. And the dealer didn't bust.
Jack Hitt
Even though the dealer didn't bust as he was supposed to, it didn't matter. Splitting those tens and making such massive bets gave her away to security.
Shirley
It's a red flag. When you've got 20 and you're splitting it, they know that something's going on. And they can't catch onto it while you're doing your hand that quickly and make it all stop, but no. And I never played at The Venetian after that.
Jack Hitt
For some of the other card counters, they faced a different crisis of faith, the commandment about stealing. Remember, you're carrying around tens of thousands of dollars in your pocket and winning tens of thousands more. And nobody knows how much you've won or lost, except you. Here's another team member named Dusty.
Dusty
After my very first trip-- I had gone with this guy in California-- we're, like, doing our results after we got home and, like, totaling up our cash, and I'm like, man, I'm off by exactly $10,000. That's weird. I must be missing 10 grand. And he's like, no, what's the likelihood that you just dropped $10,000 somewhere? You probably just miscounted one of your results. So turn one of your losses, you know, into-- just correct the miscalculation, which, you're like, is horrible.
That's, like, falsifying what happened. But this guy's been on the team longer than me. He knows better than me. I'm like, oh, OK, I guess that makes sense. Lo and behold, months later, my niece pulls a couch cushion off of this couch, and there it is, $10,000.
Jack Hitt
Which means he was faced with a choice, keep the money or confess the mistake. Dusty confessed. But you can see how easy it would be to steal, and they all knew it. In time, their trust in each other began to fray, and suspicions that some of the members were stealing grew.
One player lost big one night and phoned a lot of the other players. He was hysterical that he had cost the team so much. But their reaction? That he probably hadn't lost, but was stealing. Ben, the founder of the group, told me about one time when a team member claimed that he'd never even contemplated stealing. That struck Ben as unusual, and he immediately began suspecting that player of stealing.
(INTERVIEWER) JACK HITT: Do you think some of the members of your team did steal money?
Ben
Yeah, I know people on this team stole money. In fact, to be really honest, one of the decisions I made very recently was to go back to the founding members of the team before our team took off, and I admitted to them that I stole money from them.
Jack Hitt
Oh, wow.
Ben
Whoops.
Jack Hitt
Yeah. Ben? How much did you steal?
Ben
$8,000, I think.
Jack Hitt
And did you pay it back?
Ben
Yeah, I paid it back. The money was stolen from me from my car, and I had the choice of whether to report it or not. And at the time, I made a very quick decision, and I decided that our family couldn't afford it. And I just fudged the paperwork, and I said that I lost it at a casino. So those were three of my close friends. And I had to go to those guys years later and tell them the truth.
Jack Hitt
Throughout it all, playing blackjack never stopped being a little strange for the Christians, trying to make money surrounded by almost every temptation, free booze, plane tickets, beautiful prostitutes, easy money. But they had to stay focused on their job, counting cards. For some, it was lonesome, like Jesus in the wilderness. Here's Mike, in the desert of Las Vegas.
Mike
It's funny, I talked to one of the guys on the team about what I did, and he had the exact same experience. Go up to my suite, which was usually, you know, 1,100, 1,200 square feet, gigantic, big TVs everywhere, bars. I had one that had a stripper pole in the bathroom.
But I would be by myself, or with other card counters. I traveled with one or two other of the players. And I would go up into my casino room, and I would order some real simple meal, you know, like a club sandwich. And then I would just sit in the chair, no music, no television, and just look out the window over the Strip and feel lonely, because you felt isolated.
You know, you can't be open with the casino, who you are. And when you're open with your Christian friends, they're either way too excited about it, or they think you're doing the most evil thing in the world.
Jack Hitt
In the end, the church team split up in 2011, and not because any of them succumbed to gambling or any other temptation. They believed in God and his glorious gift of math. But apparently, God gave none of them the patience of Job needed to endure the mind-numbing work of card counting. So they all went their separate ways. Even though many worked only half-time, 20-hour weeks, and earned a full-time wage, around $40,000 a year, it wasn't worth it.
Mike now sells cell phones to pay for his studies at a pastor's college, and he intends to start a church when he gets out. Shirley returned to being a stay-at-home mom. Even Ben and Colin bailed to take new jobs. Colin starts websites now. And Ben says he makes more money from doing internet marketing than he did from playing blackjack.
God works in mysterious ways. Sometimes, he enlightens you, like Paul on the road to Damascus-- a blinding epiphany convincing you to quit your old ways. Other times, God gets you to virtue by boring you to death.
Ira Glass
Jack Hitt, he's the author most recently of the book Bunch of Amateurs. The documentary about card-counting Christians is at HolyRollersTheMovie.com.
Coming up, when you can't bring down the house, just sue it. That's in a minute, from Chicago Public Radio and Public Radio International, when our program continues.
This American Life. I'm Ira Glass. Each week on our program, of course, we choose a theme, bring you different kinds of stories on that theme. Today's show, blackjack.
Ira Glass
Ace, eight.
Robyn Semien
Negative four.
Ira Glass
10, five.
Robyn Semien
Negative four.
Ira Glass
Queen, nine.
Robyn Semien
Negative five.
Ira Glass
On the bus to Atlantic City, This American Life producer, Robyn Semien, and I practiced counting cards on these card-counting apps that we downloaded to our phones. There are dozens of these.
If you heard the beginning of today's program, you heard that she and I took a lesson in card counting. Now, we headed to a casino to try it out. Robyn had mastered card counting much better than I had. I was much better at knowing proper blackjack strategy, you know, how to play the cards, when to hit, all that. In other words, as I told Robyn when we got off the bus--
Ira Glass
So, between the two of us, we comprise one competent player.
Our tutor, Andy Bloch, said that one day of practice before we went into a casino would not be enough, that it would take weeks. And he was right. Robyn could count the cards, but it was so difficult, it required such focus, that she had trouble speaking to anyone at all.
People at the table-- it was all guys-- would say things to Robyn. They asked if we were on our honeymoon at one point. And uncharacteristically, Robyn said nothing. When we took a break after an hour, we found this empty lounge and recapped. She had a headache from all the nonstop counting. It was so hard.
Robyn Semien
I can't say a sentence. I can't remember how to play basic blackjack. It's weird, like, I'm looking at these two cards, and I'm like, seven plus five-- that's my hand. What's seven plus five? What does that mean? Like, I can't remember what the basic-- yeah, I just can't remember.
Ira Glass
And then, as soon as that happens, everybody at the table starts telling you, oh, you have a 12. Here's what you're supposed to do. Like, I love how everybody's just jumping in.
Robyn Semien
Oh, yeah, they were all there for me. It was a whole team of guys ready to tell me how to play. That's totally comfortable, (COUGHS) yeah.
Ira Glass
We made mistakes. Our biggest mistake, I think, was that the count at the table we were at was mostly negative. It was mostly against us for most of the time that we sat there. I realized later that Andy would have gotten up and found a different table. The real pros switch tables a lot.
But we held our own. And at the end of two hours, we were in a great situation. The count was seven, and there were two decks left to deal. And if you're not totally following this, all you need to know is that was good. That was good for us. It meant lots of good cards were coming.
So we boosted our bets, just like you're supposed to, from the minimum bet at this casino, which was $10 a bet. I bet $50. Robyn bet $30. Cards were dealt. I got a pair of tens. She got a pair of tens.
These are, by the way, great hands. You're trying to make 21, and we each had 20. The dealer had one card down, and the card that was showing was a five, one of the worst possible hands for the dealer. Robyn and I talked about what happened next on the bus ride home.
Ira Glass
And then the dealer ended up dealing herself 21.
Robyn Semien
Yeah. She flipped her hole card. It was also a five, so then she had 10. And then she dealt herself another card, and it was an ace. 21. We should have split our tens. You would have gotten that ace.
Ira Glass
OK, non-blackjack people, splitting tens is something that nobody would ever do, except a card counter. It's what gets the woman kicked out of the casino in Jack Hitt's story.
At Atlantic City, they don't kick you out. But if they spot you counting cards, they start shuffling the deck after every hand, or they come over and tell you that you can only bet the minimum bet at the table, which is basically telling you, go away. But once Robyn brought up this idea that we should have split our tens, it was hard to let it go.
Ira Glass
I would have gotten the ace, yeah.
Robyn Semien
Yeah.
Ira Glass
It would have stopped her from getting the ace. We would have made all sorts of extra money.
Robyn Semien
And then they would have kicked us out for being so good. That's all I wanted.
Ira Glass
To get kicked out for being good.
Robyn Semien
Yeah.
Ira Glass
Instead, we walked out in shame.
Robyn Semien
Instead, we just sucked.
Ira Glass
We bet high when the count was good, just like you're supposed to. And dumb luck made us lose anyway, which is part of the game. The dealer got 21, which beat our 20. We made big bets, and then lost one more hand after that and walked away down. Total losses-- this is my money, by the way, and it's a lot-- $348 in two hours, first time out.
Robyn Semien
I just feel like we could have done better. I think we should come back next week.
Ira Glass
Yeah, me too. We've both been practicing.
Ira Glass
Act Two, Harrah's Today, Gone Tomorrow. Now we have this story of somebody who thought that she knew how to play blackjack. She played for years. She didn't count cards, but she says that she knew the basic strategy cold. We've changed her name to protect her privacy. Sarah Koenig tells what happened.
Sarah Koenig
One day in 2006, a woman I'm going to call Angie Bachmann went to the Caesars Indiana Casino and began to lose. She played blackjack. That was always her game. But on this night when she ran out of her own money, the casino offered her what her called counter checks, like a loan from the casino that you're supposed to pay back. She signed a paper for $10,000, $20,000, $30,000-- six checks for a total of $125,000.
This is not a happy gambling story, so you know what happens next. She can't pay back the money, any of it. So the casino takes her to court, says Angie Bachmann owes us $125,000. And not only that, we're suing her for damages tripling that amount, half a million dollars in all. This isn't unusual, that casinos go after debtors like Bachmann in court.
What is somewhat unusual is what happened next. Bachmann hired a lawyer named Terry Noffsinger, who argued that not only did she not owe the casino money, but they owed her money. I put to Noffsinger the question you might be having at this very moment.
Sarah Koenig
Wait, what? Why is she not liable? It seems like, if you go to a casino, that's, like, you know what you're doing. Like, what's your best one-sentence argument for why it is that you believe she shouldn't be held responsible?
Terry Noffsinger
Because, at the time of those losses, she has passed the point of no return to where she has no control over what she's doing, comma, and the casinos know it and take advantage of it. They knew she was a compulsive gambler. They knew she didn't have control.
Now, here's the difficult thing. A lot of people wouldn't believe me, you know? I've even had friends of mine who it took a while to convince them that I was really telling the truth, that this was really what was happening.
Sarah Koenig
I heard about this case from New York Times reporter, Charles Duhigg. It's in his new book, called The Power of Habit, which is about how habits form in our brains, and also about how companies tap into those habits to get us to spend money, in Bachmann's case, money she didn't have. Duhigg also calls her Angie Bachmann in his book, by the way.
Bachmann's lawsuit made news, and some of the reaction was backlash. Nasty online comments lamented the ever increasing abrogation of personal responsibility. One person wrote, "What's next? Suing supermarkets because you eat too much?" And another, "Not unless Lamborghini pays my speeding tickets." And another, "Can I sue Budweiser for getting me drunk?"
I have to say, the case initially struck me as flimsy too. And when Noffsinger first heard about gambling addiction, he didn't buy it either. Years earlier, he had gotten a call from a guy named David Williams. Williams had lost everything, including his house, playing slots on a local riverboat casino. He told Noffsinger he'd run red lights driving to the riverboat so he could be there the second the casino opened, that he'd sit at the same slot machine for 20 hours straight.
Terry Noffsinger
With regard to David Williams, when he came in, he told me the story, and I was incredulous. So I went down to the office that Saturday, I told you, and I read about compulsive gambling. I read DSM IV, and I read some of the other scientific literature that was online. And I thought, this guy, I think he's telling the truth.
And everything I learned from then on confirmed to me that David Williams was telling the truth. And it seemed clear to me that the casino had to know that he was a compulsive gambler and that he was one of their favorites. And they would put him up at night in the fancy suites and give him drinks, and meals, and all these things. So I felt like they were taking advantage of him. And I thought the evidence supported that, and we filed a lawsuit.
Sarah Koenig
The lawsuit didn't work. It was rejected in federal court. But afterwards, Noffsinger started to get phone calls, from Arizona, Southern California, Seattle, Mississippi, Massachusetts, all gamblers with similar stories. After a while, he started keeping track. He's got a list now with about 40 names on it.
He told every one of these callers the same thing, I believe you, but I can't help you-- until Bachmann. Since she was already being sued by the casino, he thought maybe his counterargument could get traction in the courts this time. He hoped to make visible the very thing he believes the rest of us don't see or understand, the lengths to which casinos go to keep gamblers playing, including addicted gamblers. His argument boiled down to this. Caesars had a duty not to protect Mrs. Bachmann from herself, from her own gambling habits, but to protect Mrs. Bachmann from itself, from Caesars.
When her gambling started, Bachmann was a housewife in Iowa, the mother of three girls. She started playing blackjack-- at first, pretty small amounts, just once a week or so. Soon enough, she was hooked, doing all the typical things addicted gamblers do-- chasing losses, borrowing money from her mother to pay her debts.
Then, at the very end of 2001, she filed for bankruptcy. She says she'd written $20,000 worth of checks to the Harrah's Casino in Council Bluffs, and the checks had bounced. Bachmann says Harrah's knew about the bankruptcy, that even the dealers there knew about the bankruptcy. She remembers having conversations with them about her bankruptcy. Nevertheless, the casino welcomed her back.
Angie Bachmann
What they told me at that point was, it's fine that you continue to come in. It's fine that you play. Just, you know that you can't write a check here. We won't allow you to write checks, but, you know, go ahead and continue to come back. Just bring cash. Just bring cash. So--
Sarah Koenig
So she did. Then, in 2004, both her parents died, and Bachmann inherited close to $1 million. She says the staff at Harrah's in Council Bluffs figured out she'd come into money, after she stopped in there one day and a host took notice of the amounts she was playing. He invited her into the players lounge, chatted her up. What, did you win the lottery or something? What's going on in your life? Bachmann says she more or less told him what had happened, and kept betting with larger amounts than in the past. After that, she says, vouchers, and coupons, and invitations started coming in the mail, with big offers.
She'd moved from Iowa to Tennessee by this point, so they offered her hotel rooms for as long as she wanted them, a week, two weeks. And gifts started coming too. But Bachmann says her contact with Harrah's kicked into high gear after her biggest loss up to that point, which might sound counterintuitive. You or I might think, well, after a pummeling, that's the end of that customer. But in the casino industry, the more you lose, the lovelier a prospect you become. So, after Bachmann lost a quarter of a million dollars in one night at the casino in Council Bluffs, the phone calls began.
Angie Bachmann
It probably went from a couple of times a week to five times a week from various casino hosts throughout the country, really.
Woman
I have been assigned to be your casino host here in Kansas City, and I was just calling. I noticed that you haven't been in for a while--
Sarah Koenig
Bachmann played me a few of these messages from her answering machine.
Woman
--and that you have a birthday coming up. So I was calling to invite you to come to Kansas City to celebrate your birthday. If you need anything here at Harrah's, please give me a call. And we want to wish you a happy birthday on the 27th.
Sarah Koenig
These kinds of calls are standard, apparently. Angie Bachmann always gambled at Harrah's Casinos. The company is now called Caesars Entertainment, since it bought out Caesars. It's the largest gaming company in the world.
And Bachmann happened to start gambling at the same time that Harrah's began to overhaul its marketing strategies. Harrah's knew how to track each gambler's habits through Total Rewards cards that each gambler, including Bachmann, would use throughout the casino. And that told the company exactly how much money each player spent on which games and at what frequency. The company would then use that information to tell them exactly what kinds of perks and rewards would keep certain gamblers coming back, and at exactly what juncture to offer those perks and rewards.
I couldn't find a Harrah's host to talk to me in detail about the job, but I did talk to one former casino host in Iowa. He worked at the Isle of Capri riverboat for nine years. He told me he was responsible for a list of about 800 to 1,000 players at any given time. And around half of those, he knew personally.
Every day, he was supposed to call at least 25 people on his list. For each player, the casino assigned a dollar figure, which was how much a player should theoretically make the casino during each visit. The host's job is to push up these numbers by getting players to visit the casino more often, and once there, to stay longer. These numbers drive everything, this host said, the comps that players get and the host's quarterly bonuses.
So as Bachmann played more and her bets got bigger, so did her comps. She talks about all the luxuries you've maybe seen in the movies-- first-class plane tickets or trips on charter planes, free meals, a five-bedroom suite at the Palazzo in Vegas for her, and her family, and her friends, with a hot tub off every bedroom, limos, free champagne, clothing, special golf trips for her husband. In Lake Tahoe, the casino gave her and her family front-row tickets to an Eagles concert, and also put them on the same hotel floor as the band. They gave her a room with a grand piano and a butler. Anything she asked for, she got.
Angie Bachmann
They never said no. They never said no to anything. No, in Lake Tahoe, they would tell me, go into the gift shop-- anything I wanted, including handbags, jewelry.
Sarah Koenig
Like, real jewelry? Are we talking, like, gems?
Angie Bachmann
Yes, diamonds. Usually, it would be something for my daughter, diamond earrings for her, or a diamond necklace for her.
Sarah Koenig
Bachmann says, at first, she was excited by the phone calls she got from hosts, these friendly people sending her off for free to all these places she'd never been. Later, she says she came to dread the calls.
Angie Bachmann
Because towards the end, there were conversations when they would call that, well, you know, last month, we gave you a trip. We offered you the suite. We gave you a golf game. You didn't really play that much.
Sarah Koenig
She says, one time, when she was back home, despondent after a big loss, a casino host called her and persuaded her to return to the blackjack table, saying, you'll win it back. She didn't, and in fact ended up losing hundreds of thousands more. Another call also stands out for her, from a host in Illinois.
Angie Bachmann
And I said, you know, I really need to not be doing this as much as I'm doing. I really need to slow down. I'm losing way too much money. And he said-- his exact words to me were, "My life depends on you coming up here this weekend." And I took that as his job depended on it, on getting me up there. And I would feel guilty that I owed them more play.
I know it sounds insane. It is insane. I mean, I was dealing with the guilt that I wasn't playing enough to repay them what they were giving me, and then the guilt of I shouldn't be doing this.
Sarah Koenig
By early 2006, Bachmann says her nearly $1 million inheritance was gone. She'd spent a few hundred thousand buying a house, and the rest in just two years, poof, playing blackjack all over the country. Even so, in March of that year, she and her husband went out to Indiana. She thinks she probably played what she describes as conservatively around $400 a hand. They were drinking. She says the drinks were strong. Her husband went up to bed, but she gambled all night and into the next morning. At some point, she signed the six counter checks for $125,000. This time, because she knew she didn't have the money, she was frantic.
Angie Bachmann
I was in a panic. And I had talked to the host and said, I-- I-- I don't have it. I have to go home and figure it out. They-- all right. Then, you know, we'll-- they said-- they said, all right, do you want to go to the Kentucky Derby? [LAUGHS]
Sarah Koenig
Wait, what?
Angie Bachmann
Yeah. Yeah. If you get that money and then you pay us, then you can go to the Kentucky Derby.
Sarah Koenig
If this level of cheerful relentlessness sounds far-fetched, well, here's a voicemail from Caesars Indiana, the same Casino she owed $125,000 to. It's from Bachmann's answering machine.
Man
This is from Caesars Indiana. I just wanted to reach out and give you a quick call. We're a few weeks away from the Derby, and just wanted to confirm that you guys are still going to be joining us up here, and just set up any type of golf arrangements or anything like that.
Sarah Koenig
The Kentucky Derby was in May. Bachmann had been wiped out, remember, back in March. Looking back at it all, she knows she did this to herself, that she's responsible. But Bachmann also thinks the casinos knew what she was doing better than she did, that they sat back and watched it happen. That's why she sued.
Because of the terms of the settlement Bachmann and Caesars eventually worked out, the company wasn't at liberty to talk about the details of her case. In a statement, a spokesperson from Caesars Entertainment wrote, quote, "There are many specific points we would contest, but we are unable to do so at this point."
The spokesperson pointed out that the conversations Bachmann said she had with casino employees, her dealings with staff, they're all unverified, which is true. But I did talk to several other people, former casino employees and one veteran gambler, who all said that most of the interactions Bachmann says she had with the casino are plausible and pretty typical.
The Caesars statement went on to say that their marketing isn't predatory, they're just doing what any smart company does. Quote, "We look for ways to attract customers, and we make efforts to maintain them as loyal customers. When our customers change their established patterns, we try to understand why and encourage them to return. That's no different than a hotel chain, an airline, or a dry cleaner," unquote.
Gary Loveman is the CEO and President of Caesars Entertainment. Loveman was a Harvard professor who came to the company to design and implement the marketing strategies, targeting customers through the Total Rewards cards I mentioned earlier, which changed the industry. Last fall, Loveman talked to our colleagues at Planet Money for a different story about marketing, but he also addressed this problem of addicted gamblers. He was categorical. He said the company does not want them as customers.
Gary Loveman
We do not wish to be in the business of serving addicted gamblers. I have 75,000 people that work with me who go home to their families and kids like I do. None of them want to go home thinking that they've just helped an addicted gambler do further harm to themselves or their families. So our objective is to try to identify addicted gamblers as best we can and encourage them to seek treatment and help, and to the degree they're willing to identify themselves as addicted or troubled gamblers, not serve them in any fashion, not market to them, not lend them money, and where the law allows, not permit them in the casino.
Sarah Koenig
Well, maybe. This is Kristian Kunder. For about six years, he worked at Caesars Palace in Las Vegas, both before and after it was taken over by Harrah's.
Kristian Kunder
Yes.
Sarah Koenig
You did?
Kristian Kunder
Yes. There's a lot of people that come through who are obvious, obvious-- I've seen players gambling, and I go home, come to work the next night, they're still there in their same clothes, in the same seat.
Kristian Kunder
Absolutely not.
Sarah Koenig
So, when he says, "We do everything we can to identify-- our objective is to try to identify addicted gamblers as best we can and encourage them to seek treatment and help," that's not true?
Kristian Kunder
Not one bit. Not the slightest part. In no way. The only time they'll approach a player is if they're suicidal or something like that.
Sarah Koenig
Kunder says the way it was supposed to work was that a designated person, called a casino ambassador, would respond to any gambler showing a potential sign of addiction. So if a dealer or a floor person heard someone say, how am I going to feed my kids, or, I just lost my house, they were supposed to call over the ambassador, who would then give the player some addiction literature. Kunder remembers a pamphlet called "When the Fun Stops," and a phone number to call. But in practice, Kunder says, it didn't happen. The only exception, he said, was, if someone was suicidal.
Kristian Kunder
Until they come to us, you can come in every day and there's really-- I could go to my VP and say, listen, this guy's a degenerate. I know he's got a problem. It's not for us to get involved in. What if the guy doesn't have a problem and you're assuming, and he just has a ton of money? You're not going to go and insult somebody like that. Those are people who, a lot of those guys, can have you fired that next morning. So, I mean, nobody's going to take that chance.
Sarah Koenig
But anyway, there's no guarantee that a word of concern would make any difference. The former host at the Isle of Capri in Iowa told me things work differently at his casino. A handful of times, he did try, gently, to help addicts, to talk to them about it. Each time, he said, it was received very badly. Imagine, he said, going up to a drunk in a bar and suggesting he ought to get himself to an AA meeting. It's not going to go over well.
Still, in Kristian Kunder's mind, there's one case that shows how flagrantly the casino ignores the policy that Loveman claims to live by. In 2007, Kunder witnessed the most spectacular losing streak on record, the case of Omaha businessman Terance Watanabe. Watanabe lost about $200 million in a year-long binge. Until he collapsed into debt, he was the company's most valuable player. Kunder says a picture of Watanabe hung in the serving area of the bar, to make sure every employee knew who he was. Kunder was one of Watanabe's handlers at Caesar's.
Kristian Kunder
Nevada Gaming states that you have to be sober to gamble. You can't be intoxicated. It's the casino's responsibility to escort you out if you're impaired in any way. Well, I mean, the guy would fall asleep in the middle of a blackjack hand, and we would just leave him to sit there and wait for him to wake up.
The fact that we let him play while he was completely intoxicated and obviously on drugs-- I mean, that's just-- I mean, that's just plain taking advantage of people. And, you know, I'm one of the guilty parties, but, you know, my hands were tied as well, as far, you know, you're not going to tell the most valuable-- the biggest player in the company, say, hey, listen, you know, why don't you call it a night?
Sarah Koenig
I ran all this by Caesars Entertainment, the supposed difference between their policy on paper and what actually happens on the casino floor, the Watanabe case. In response, a spokesman wrote to me that diagnosing problem gambling is extremely difficult, even for trained clinicians, and that, quote, "we take responsible gaming seriously, and train our customer-facing employees to listen to things that customers say that raise concerns about their ability to gamble responsibly," unquote. The company also noted that Caesars was the first to have a national self-exclusion program that allows customers to ban themselves from Caesars casinos. And it's true, Bachmann did not ban herself from any Casino.
If you're not sold by now on the idea that the casino is partly to blame for Bachmann's losses, that Caesars wronged Bachmann, in the lawsuit's words, quote, "by enticing her to gamble even though it knew that she did not have the capabilities to resist such enticements," unquote, maybe two researchers at Southern Illinois University, Reza Habib and Mark Dixon, can at least persuade you that Bachmann made irrational choices about gambling not because she's an idiot, but because neurons in the reward-seeking part of her brain were overriding her rational decision making.
Reza Habib is a neuroscientist, and so, of course, does not like to anthropomorphize the brain, but I don't mind saying it. Her wiring had turned against her. Habib's colleague, Mark Dixon, is a behavioral psychologist. His lab at Southern Illinois is set up like a casino. He's got slots, a roulette table, a blackjack table, a craps table.
Mark Dixon
It looks like a Casino.
Sarah Koenig
Really?
Mark Dixon
Maybe not a five-star casino, but maybe a two-star casino on the interstate somewhere.
Sarah Koenig
Habib, and especially Dixon, have spent a long time studying what's called the near-miss effect. In slot machines, a near miss is just what it sounds like. It's when, say, two cherries line up on the payoff line, and then the third is about to come, but stops just short or just past the payoff line.
It's like you almost won, which, of course, in a game of chance like slots, is impossible. The results are random. Despite that, gamblers in Dixon's lab will inevitably say that the near misses are closer to a win than a loss, that they like them more than a loss. That reaction is what Dixon calls maladaptive.
Mark Dixon
Because a loss, is a loss, is a loss.
Sarah Koenig
In 2006, Dixon teamed up with Habib to see if they could figure out what was happening to people neurologically when they saw near misses. They scanned the brains of 22 gamblers-- 11 addicted, or what they called pathological gamblers, and 11 non-pathological gamblers-- as all these people watched near misses on slot machine displays. The results surprised them because, while both addicted and non-addicted gamblers said the near misses felt more like wins, their brains said something different. Here's Reza Habib.
Reza Habib
What you see in the non-pathological gamblers is that the regions that are activated for losses, those same regions tend to be also activated for near misses. And so the brain, at least, processes these near misses in the same way that it processes losses in the non-pathological gamblers.
In pathological gamblers, the same regions that are activated for wins are also activated for near misses. And so these include regions such as the amygdala, which is a region involved in emotional processing, as well as parts of the brain stem, which are involved in reward and dopamine function, which is part of the reward system. So the pathological gamblers are seeing-- or their brains, at least, are responding to these near misses in the same way that they respond to wins.
Mark Dixon
This is Mark again. And one of the effects of this, or the implications of these data, are that a pathological gambler going into the casino, who's actually losing, his brain is firing like he's winning. Disturbing, isn't it?
Sarah Koenig
Yeah, it's crazy.
Mark Dixon
Oh, it's way crazy. And so you are experiencing those same sensations as a win when you're not winning.
Sarah Koenig
Habib and Dixon say the casinos know all about the near-miss effect. And since the '80s, slot machines have been programmed to capitalize on it. Habib and Dixon said that the near-miss effect happens in all kinds of gambling, including blackjack, and that it's possible that even just an enticing phone call from a casino host could have fired up Angie Bachmann's maladaptive brain pathways, that her brain could have been reacting to the phone calls as it would to a near miss, especially if the message was, come win your money back.
So let's say for a second that Angie Bachmann's case went to trial, and the questions before the jury were, if the casino knew she was addicted, is Caesars really the one responsible? And was Bachmann, as her lawyer contends, quote, "incompetent" in terms of this act of borrowing money?
Mark Dixon
You know, whether or not she's completely controlled by or has control over her own behavior, I think, is open to debate. It depends, I guess, on your world view of if you believe in free will and choice, or if you believe that people's behavior is under environmental control.
Sarah Koenig
Well, what do you believe?
Mark Dixon
Well, as a behavioral psychologist, I would tend to believe the latter.
Sarah Koenig
OK, so, if you're on the jury-- forget me on the jury-- say you're on the jury, how would you decide?
Mark Dixon
Well, I think I would probably need to look at the case more. What happened earlier on that led her into this mess that she found satisfaction from gambling away her life savings?
Sarah Koenig
Yeah, yeah. But as a juror, we don't care about any of that. It's just the crime on the table.
Mark Dixon
Well, this juror does.
Sarah Koenig
You don't have the luxury of getting into her psychology that way as a juror. You're just sitting there.
Mark Dixon
OK, well, right. OK, well, I guess, if you're going to push me on this--
Sarah Koenig
I am going to push you.
Mark Dixon
--I would say that the casinos should not be held accountable.
Sarah Koenig
Should not be held should accountable?
Mark Dixon
Should not be held accountable, because I think they only played a participating factor in a complex life. Not guilty.
Reza Habib
Yeah, I would say not guilty as well. She's guilty.
Mark Dixon
Pay it back.
Sarah Koenig
Just pay it back? That she's guilty? That's so interesting. That's so interesting. It's not what I would have guessed.
Reza Habib
You know, I mean, it's very difficult. Certainly, it's not moral. I mean, if we talked about it morally, was it right if they knew and they tempted her further? Probably not.
Sarah Koenig
Judge Terry Crone of the Indiana Court of Appeals agreed. Quote, "From a moral standpoint, Caesars' predation and prosecution of a pathological gambler is repugnant," he wrote. But it was two against one, and Judge Crone was in the minority.
The majority ruled that Bachmann couldn't bring her counterclaim, because, quote, "there is no common law duty obliging a casino operator to refrain from attempting to entice or contact gamblers that it knows, or should know, are compulsive gamblers," unquote. In other words, it's perfectly legal for Caesars to target an addicted gambler, like Angie Bachmann. It might be wrong, but it's legal.
Ira Glass
Sarah Koenig is one of the producers of our program. Thanks to Charles Duhigg. His book, which is where we heard about this story, is for sale online in many, many places, including his own website, ThePowerOfHabit.com.
[MUSIC - "ALL I WANNA DO IS PLAY CARDS" BY CORB LUND]
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The 5 Best Gambling Movies of All Time! Features Film Threat
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2024-04-29T08:50:58-07:00
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Imagine a scene where a woman in a tight red silk dress confidently walks across the carpeted floor of a Las Vegas casino. She subtly signals a well-dressed gentleman seated at one of the blackjack tables before taking a seat at the next table, smiling at those already there. The game is on; they're about
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Film Threat
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https://filmthreat.com/features/the-5-best-gambling-movies-of-all-time-2/
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Imagine a scene where a woman in a tight red silk dress confidently walks across the carpeted floor of a Las Vegas casino. She subtly signals a well-dressed gentleman seated at one of the blackjack tables before taking a seat at the next table, smiling at those already there. The game is on; they’re about to outsmart the casino at its own game.
You’re probably picturing a clip from one of the most classic casino films. The allure of Las Vegas-style pulls us into a world where the stakes are high, the sums of money dizzying, and no one is afraid to take big risks. Who hasn’t been captivated by a casino drama about a group that manages to beat the casino?
Roll the Dice: The Top Five Gambling Films
From professional poker players to the mafia that once ruled the casinos, this list of top gambling movies showcases the very best films ever made about this thrilling and somewhat distant world of gambling. It offers insights into the psychology behind gambling and the people involved, a topic that fascinates many.
Who really has the best poker face? Is it possible to tell when someone is lying? Does a heist rely on the same psychological tricks as poker and blackjack? We’re going to look at the movies that posed these questions and talk a little bit about what makes them so good.
Casino (1995) – An Empire Built on High Stakes
Martin Scorsese takes us to the Las Vegas of the ’70s and ’80s where the mafia still dominated the casinos. “Casino” features glamour, glitter, brutality, crime, romance, and drugs. We meet Ace Rothstein and Nicky Santoro, both deeply embedded in the mafia world, making fortunes in casinos before it all goes wrong in a spiral of power, love, greed, drugs, and violence.
This film explores the less-seen side of Las Vegas and how the city was run during that era, a period from which much of our current association with casino glamour stems, thanks in part to Scorsese’s portrayal. There’s a reason it has survived the test of time. Despite coming out nearly thirty years ago now, Casino is a classic that is celebrated for its sharp dialogue, dark humour, and incredibly memorable scenes – Ace’s scene with the line: ‘when you love someone, you gotta trust them’ springs to mind immediately!
Rounders (1998) – The Underworld of Poker
Balancing law school, a relationship, and debts owed to loan sharks isn’t easy. In “Rounders,” John Dahl takes us to New York’s private poker clubs where friends Mike McDermott and Worm need to secure enough money to repay a debt Worm accumulated in prison. Mike, who had quit playing poker, picks up the cards again and is drawn back into the gambling underworld.
This film became a turning point in how poker, and the lifestyle associated with it, was perceived, possibly helping to increase the game’s popularity. The screenplay, in particular, is one of the movie’s best attributes. Written by David Levien and Brian Koppelman, the deep understanding of poker really shines through, coupled with some highly emotional and tense scenes that never fail to get the audience on the edge of their seat – even though they’ve seen it multiple times by now!
The Gambler (1974) – The Philosophy of High Stakes
“The Gambler” is a fascinating study of when gambling takes over. Axel Freed, played by James Caan, appears successful with a good job and a generally stable life. However, Axel seems discontent with his safe existence, and gambling increasingly consumes him. The film illustrates how gambling addiction can affect those around you as Axel ends up borrowing money from friends and, eventually, loan sharks. It addresses the ethical issues of gambling, its potential as a broader societal problem, and how difficult it is to escape addiction. In doing this, it promotes gambling safety, and that’s something that should be celebrated.
Ocean’s Eleven (2001) – The Heist of the Century
Although “Ocean’s Eleven” isn’t technically a gambling movie, it earns its spot on the list because it really feels like a gambling movie. That is to say, everything about this movie drips with elegance and glamour, coupled with high stakes, bluffing, and gambling-esque tactics. Jumping into the movie is like jumping into a casino, full of tension and excitement. Steven Soderbergh’s use of Las Vegas also turns the city into a character in its own right, creating film magic at its best. WIth him at the helm, the film blends the classic thrill of a heist movie with that glamour of Las Vegas and the large sums from its gambling empire.
The Sting (1973) – The Heist is On
“The Sting,” set in early 20th-century America, offers a nostalgic look at the risk-takers and criminals of the time. The film is an early entry in the heist genre and set the stage for films like “Ocean’s Eleven.” It plays on the tension within America’s criminal environments, intricate plans, and classic gentlemen, all culminating in a surprising twist. While not primarily about gambling, it deals with high stakes, high risks, and similar tensions, so we thought it earned a spot on this list!
Which is Your Favorite?
Now that you’ve read through these reviews of gambling films, which is your favorite? The concept of gambling can encompass many things, and this list presents a wide range of themes, games, dilemmas, and consequences, all linked by the common thread of taking significant risks with high odds and the thrill associated with gambling.
From the glamour of Las Vegas to the realities of gambling addiction, these films offer a true journey into the world of gambling. Each concludes that the choices and risks one takes have consequences, but if you can handle those, you might just pull off a casino heist.
These films have shaped the image of gambling today, for better or worse: the thrill of a successful heist and the tragedy of gambling addiction.
The reality is probably not as glamorous, but the reason why these films have been selected is also because of their deep psychological backdrops.
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Literature professor Jim Bennett (Mark Wahlberg) leads a secret life as a high-stakes gambler. Always a risk-taker, Bennett bets it all when he borrows from a gangster and offers his own life as collateral. Staying one step ahead, he pits his creditor against the operator of an illicit gambling ring while garnering the attention of Frank (John Goodman), a paternalistic loan shark. As his relationship with a student (Brie Larson) deepens, Bennett must risk everything for a second chance.
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https://www.rottentomatoes.com/assets/pizza-pie/images/favicon.ico
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https://www.rottentomatoes.com/m/the_gambler_2015
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Let's keep in touch!
>
Sign up for the Rotten Tomatoes newsletter to get weekly updates on:
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https://en.wikipedia.org/wiki/The_Gambler_(novel)
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The Gambler (novel)
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Novel by Fyodor Dostoyevsky
The Gambler (Russian: Игрокъ, romanized: Igrok; modern spelling Игрок) is a short novel by Fyodor Dostoevsky about a young tutor in the employment of a formerly wealthy Russian general. Set in a hotel and casino in a German city, the theme of gambling reflects Dostoevsky's own experience of addiction to roulette. Dostoevsky completed the novel in 1866 under a strict deadline to pay off gambling debts.[1]
Background
[edit]
Dostoevsky gambled for the first time at the tables at Wiesbaden in 1863.[2] From that time till 1871, when his passion for gambling subsided, he played at Baden-Baden, Homburg, and Saxon-les-Bains frequently, often beginning by winning a small amount of money and losing far more in the end.[2] He first mentions his interest in gambling in a letter he sent to his first wife's sister on 1 September 1863 describing his initial success:[3]
Please do not think that, in my joy over not having lost, I am showing off by saying that I possess the secret of how to win instead of losing. I really do know the secret — it is terribly silly and simple, merely a matter of keeping oneself under constant control and never getting excited, no matter how the game shifts. That's all there is to it — you just can't lose that way and are sure to win.
Within a week he lost his winnings and was forced to beg his family for money. He wrote to his brother Mikhail on 8 September 1863:[2]
And I believed in my system ... within a quarter of an hour I won 600 francs. This whetted my appetite. Suddenly I started to lose, couldn't control myself and lost everything. After that I ... took my last money, and went to play ... I was carried away by this unusual good fortune and I risked all 35 napoleons and lost them all. I had 6 napoleons d'or left to pay the landlady and for the journey. In Geneva I pawned my watch.
Dostoevsky then agreed to a hazardous contract with F. T. Stellovsky that if he did not deliver a novel of 12 or more signatures by 1 November 1866, Stellovsky would acquire the right to publish Dostoevsky's works for nine years, until 1 November 1875, without any compensation to the writer.[2][4] He noted down parts of his story, then dictated them to one of the first stenographers in Russia, the 19 year old Anna Grigorevna Snitkina, who transcribed them and copied it neatly out for him. With her help, he was able to finish the book in time. Anna later became his wife.[4][1]
Plot summary
[edit]
The first-person narrative is told from the point of view of Alexei Ivanovich, a tutor working for a Russian family living in a suite at a German hotel. The patriarch of the family, The General, is indebted to the Frenchman de Grieux and has mortgaged his property in Russia to pay only a small amount of his debt. Upon learning of the illness of his wealthy aunt, "Grandmother", he sends streams of telegrams to Moscow and awaits the news of her demise. His expected inheritance will pay his debts and gain Mademoiselle Blanche de Cominges's hand in marriage.
Alexei is hopelessly in love with Polina, the General's stepdaughter. She asks him to go to the town's casino and place a bet for her. After hesitations, he succumbs and ends up winning at the roulette table. He returns to her with the winnings, but she will not tell him why she is in such need of money. She laughs at him (as she does when he professes his love) and treats him with apparent indifference. Alexei only learns the details of the General's and Polina's financial state later in the story through his long-time acquaintance, Mr. Astley. Astley is a shy Englishman who seems to share Alexei's fondness for Polina. He comes from English nobility and is very wealthy.
One day, while Polina and Alexei are on a walk on the Schlangenberg (a mountain in the German town), he swears an oath of servitude to her. He tells her that all she has to do is give the word and he will gladly walk off the edge and plummet to his death. Polina dares him to insult the aristocratic couple Baron and Baroness Wurmerhelm, whom they have just seen, and he does so. This sets off a chain of events that explains Mademoiselle Blanche's interest in the General and gets Alexei fired as tutor of the General's children. Shortly after this, Grandmother shows up and surprises the whole party of debtors and indebted. She tells them all that she knows all about the General's debt and why the Frenchman and woman are waiting around the suite day after day. She leaves the party of death-profiteers, telling them that none of them are getting any of her money. She asks Alexei to be her guide around the town, famous for its healing waters and infamous for its casino; she wants to gamble.
Grandmother plays at the roulette table and wins a large amount of money. She briefly returns to the hotel, but she has caught the gambling bug and soon returns to the casino. After three days, she has lost over a hundred thousand roubles.
After sending Grandmother off at the railway station, Alexei returns to his room where he is greeted by Polina. She shows him a letter where des Grieux says he has started legal proceedings to sell the General's properties mortgaged to him, but he is returning properties worth fifty thousand roubles to the General for Polina's benefit. Des Grieux says he feels he has fulfilled all his obligations. Polina tells Alexei that she is des Grieux's mistress and she wishes she had fifty thousand roubles to fling in des Grieux's face. Upon hearing this, Alexei runs out of the room and to the casino where, over a few hours, he wins two hundred thousand florins (100,000 francs) and becomes a rich man. When he gets back to his room and the waiting Polina, he empties the gold and bank notes from his pockets onto the bed. At first Polina accuses him of trying to buy her like des Grieux, but then she embraces him. They fall asleep on the couch. Next day, she asks for fifty thousand roubles (25,000 francs) and when he gives it to her, she flings the money in his face and runs off to Mr. Astley (Polina and Mr. Astley had been secretly meeting; she was supposed to meet Astley the night before, but had come by mistake to Alexei's room). Alexei doesn't see her again.
After learning that the General won't be getting his inheritance, Mademoiselle Blanche leaves for Paris with her mother and seduces Alexei to follow her. They stay together for almost a month; he allows Mlle Blanche to spend his entire fortune on her own personal expenses, carriages and horses, dinner dances, and a wedding-party. After getting herself financially secured, Mlle Blanche, desiring an established social status, unexpectedly marries the General, who has followed her to Paris.
Alexei starts to gamble to survive. One day he passes Mr. Astley on a park bench in Bad Homburg and has a talk with him. He finds out from Astley that Polina is in Switzerland and actually does love Alexei. Astley tells him that Grandmother has died and left Polina and the children financially secured. The General has died in Paris. Astley gives him some money but shows little hope that he will not use it for gambling. Alexei goes home dreaming of going to Switzerland the next day and recollects what made him win at the roulette tables in the past.
Characters
[edit]
In order of appearance:
Chapter 1
I can't stand this lackeyishness in the gossip columns of the whole world, and mainly in our Russian newspapers: ... first, the extraordinary magnificence and splendor of the gaming rooms in the roulette towns on the Rhine, and second, the heaps of gold that supposedly lie on the tables ... There is no magnificence in these trashy rooms, and as for the gold, not only are there no heaps on the tables, but there's scarcely even the slightest trace.
Alexei Ivanovich – The narrator of the story; nobleman, wiseacre. Tutor of The General's young children Nadjenka and Misha. Pathologically in love with Polina Alexandrovna: "...two days ago on the Schlangenberg you challenged me, and I whispered: say the word and I'll jump into this abyss. If you had said the word then I would have jumped."
The General – Sagorjanski, 55, a widower, in love with Mlle Blanche. In thrall to the Marquis Des Grieux since the latter made up a shortfall in public funds that the general had to cover before he could hand over his government post.
Polina Alexandrovna Praskovja – The General's stepdaughter. Spitefully manipulates the smitten narrator. Cares nothing for gambling.
Maria Filippovna – The General's sister
Marquis des Grieux – The "little Frenchman", called "Monsieur le Comte" by the servants. Pompous, holds forth about finance at the dinner table. Deeply concerned that The General receive his inheritance so that des Grieux can be repaid.
Mr. Astley – Englishman, nephew of Lord Piebrook, serves as a steadying influence on Alexei Ivanovich. "I have never met a shyer man ... very nice and quiet". Far wealthier than des Grieux.
Chapter 3
Why is gambling worse than any other way of making money—trade, for instance?
Mademoiselle Blanche de Cominges – The General's fiancée, assumed to be a French noblewoman. About 25, "tall and well built, with shapely shoulders ... her hair is black as ink, and there is a terrible amount of it, enough for two coiffures ... She dresses showily, richly, with chic, but with great taste". Returns the attentions of The General only insofar as she is interested in his prospective inheritance.
Chapter 6
...is it really not clear yet which is more vile—Russian outrageousness or the German way of accumulation through honest work?
Baroness Wurmerhelm – "...short and extraordinarily fat, with a terribly fat, pendulous chin, so that her neck couldn't be seen at all. A purple face. Small eyes, wicked and insolent. She walks along as if she's doing everyone an honor."
Baron Wurmerhelm – "...dry, tall. His face, as German faces usually are, is crooked and covered with a thousand tiny wrinkles; eyeglasses; forty-five years old ... Proud as a peacock. A bit clumsy".
Chapter 9
Des Grieux was like all Frenchmen, that is, cheerful and amiable when it was necessary and profitable, and insufferably dull when the necessity to be cheerful and amiable ceased. A Frenchman is rarely amiable by nature; he is always amiable as if on command, out of calculation.
Antonida Vasilevna Tarasevitcheva – The General's aunt, called la baboulinka (The Grandmother). "...formidable and rich, seventy-five years old ... a landowner and a Moscow grande dame ... perky, self-satisfied, straight-backed, shouting loudly and commandingly, scolding everybody..." Takes an instant liking to roulette, with disastrous consequences.
Potapyts – The Grandmother's butler
Marfa – The Grandmother's maid, "a forty-year-old maiden, red-cheeked but already beginning to go gray..."
Madame de Cominges (no dialog) – Assumed to be Mlle Blanche's mother; called "Madame la Comtesse" by the servants.
The Little Prince (no dialog) – Companion to Mlle Blanche when it appears there may be some trouble with The General's inheritance.
Fedosja (no dialog) – General's nanny
Prince Nilski (no dialog)
Chapter 15
Albert (no dialog) – Army officer in Paris, Mlle Blanche's lover
English translations
[edit]
Fred Whishaw
C. J. Hogarth
Constance Garnett
Ivy Litvinov
Jessie Coulson
Jane Kentish
Richard Pevear and Larissa Volokhonsky
Hugh Aplin
Ronald Meyer
Adaptations
[edit]
The novel was the basis of a 1929 opera by Sergei Prokofiev, The Gambler.
Several films have been inspired by the book. The Great Sinner, a loose adaptation, starred Gregory Peck and Ava Gardner under the direction of Robert Siodmak in 1949. Le joueur, a 1958 french film adaptation by Claude Autant-Lara, starred by Gérard Philipe. A 1972 co-production of the USSR and Czechoslovakia by Lenfilm studio and Barrandov Studios, directed by Alexei Batalov, follows the book closely.
There are two movies based on Dostoevsky's life during the time when he was writing the novel. The 1981 Soviet film, Twenty Six Days from the Life of Dostoyevsky and the Hungarian director Károly Makk's 1997 film The Gambler.
A TV mini-series was broadcast on BBC in 1969, and rebroadcast by Masterpiece Theatre in the US.[5]
A radio play version was aired by BBC Radio 4 in December 2010, written by Glyn Maxwell and directed by Guy Retallack.[6]
A two-part modern-day adaptation, written by Dolya Gavanski (who also played "Polina") and entitled The Russian Gambler, was broadcast on BBC Radio 4 as part of its Classic Serial series in November 2013 and re-broadcast on BBC Radio 4 Extra in March 2018. The cast also included Ed Stoppard as Alexei.[7]
References
[edit]
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https://www.amazon.com/Gambler-Returns-Playing-Keeps/dp/B00008ZZ6T
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Amazon.com
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[
"https://images-na.ssl-images-amazon.com/captcha/lqbiackd/Captcha_dgrozwwzot.jpg",
"https://fls-na.amazon.com/1/oc-csi/1/OP/requestId=57KQQ9MKKP9YDJSXGQ9V&js=0"
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Sorry, we just need to make sure you're not a robot. For best results, please make sure your browser is accepting cookies.
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dbpedia
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https://hookedonfilmwa.wordpress.com/2015/02/10/movie-review-the-gambler/
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Movie Review – The Gambler
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2015-02-10T00:00:00
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The stakes are high for Mark Wahlberg as he fills the shoes of a man with a life-threatening gambling debt. With seven days to pay his dues, his only way out is the same way he got in. :star: :star: :star: Review by Corey Hogan Have it all or have nothing. This is the thinking…
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en
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https://s1.wp.com/i/favicon.ico
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Hooked On Film
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https://hookedonfilmwa.wordpress.com/2015/02/10/movie-review-the-gambler/
|
The stakes are high for Mark Wahlberg as he fills the shoes of a man with a life-threatening gambling debt. With seven days to pay his dues, his only way out is the same way he got in.
⭐ ⭐ ⭐
Review by Corey Hogan
Have it all or have nothing. This is the thinking that shapes Jim Bennett’s (Mark Wahlberg) view of the world; an outlook that renders all else expendable in its pursuit – including his own life. Granted, it is a double life Bennett leads; by day a literary professor attempting to contain a severe gambling addiction that shows its ugly face by night. One unfortunate evening lands him in an enormous debt to both a loan shark, and the owner of an underground gambling ring, which he is given seven days to pay off, or face an early grave. As the week passes Bennett seeks the help of his wealthy mother (Jessica Lange), and another loan shark (John Goodman), and begins to realise that perhaps gambling at such high stakes is not the best solution to all his problems, especially once finding something worth living for through an entanglement with A-Grade student Amy (Brie Larson).
Remaking a classic is always a big gamble (haw haw etc.), but fortunately Rupert Wyatt’s (Rise of the Planet of the Apes) updated version of The Gambler is just slick and stylish enough, and just different enough from the 1974 James Caan original to warrant existence. Penned by The Departed’s William Monahan, it never quite reaches the heights of its first incarnation, and is surprisingly lighter in tone (less pimp fights and prostitutes this time round), but manages to be relatively entertaining in its own right.
As the titular Gambler, Mark Wahlberg (who does vaguely recall James Caan in his appearance) breathes his natural charisma into a character that is something of an enigma. Wahlberg gives nothing away as we enter the shady world of underground gambling. Bennett gambles continuously and dangerously; when he has won big it’s double or nothing, when he’s lost it all he turns to whoever can loan him the money to win it all back. While I was hard-pressed believing Wahlberg could convince as a professor of English, he is given some meaty monologues of interesting philosophical subject matter early on that allow him to cut loose. His motives remain an oddity throughout, but Marky Mark keeps Bennett highly watchable for the entire run time; it may not be among his greatest performances but it is definitely a step in the right direction away from Transformers: Age of Extinction.
The remainder of the cast put in a solid effort – John Goodman is in familiar territory hamming it up as one of the film’s antagonists, though he does get to preach a few unorthodox life lessons (what he labels the “fuck you” outlook on life), and his admiration of Bennett does give his character a little depth. The bubbly Brie Larson serves well as Bennett’s prize student and love interest, though the film seems to forget about her around the third act. It’s Jessica Lange, on loan from American Horror Story, who leaves a lasting impression as Jim’s disappointed mother. Her screen time totals less than ten minutes, but she shines in one particular scene wherein she escorts her son to the bank to bail him out of his debts. Lange emits a ferocious energy as she expresses her anger for her son’s choices in life, and outrage for unwillingly entering a situation no mother should face.
All these elements make up a film that doesn’t quite gel together the way it should. It is difficult to warm to such an alienating protagonist, and some characters and scenarios feel underwritten as a result. Wyatt’s direction is sharp and vivid, but offers little in the way of suspense or tension, which is a crime for a film that feels more mature than most thrillers. Nonetheless The Gambler remains an entertaining and highly watchable ride thanks to its strong lead performance – even if purists would prefer to rent the original.
THREE STARS
The Gambler is in Australian cinemas NOW.
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https://www.economist.com/1843/2020/11/04/blackjack-with-matthew-mcconaughey
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Blackjack with Matthew McConaughey
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2020-11-04T00:00:00
|
The smooth-talking Hollywood actor reveals his hand | 1843 magazine
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en
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/favicon.ico
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The Economist
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https://www.economist.com/1843/2020/11/04/blackjack-with-matthew-mcconaughey
|
By Simon Willis
Matthew McConaughey slides $1,000 in chips onto the blue baize of the blackjack table. The dealer lays down a five and an eight. In blackjack the aim is to get as close as possible to 21 – with 13 there’s really no option but to “hit” and take another card. “I don’t need the eight,” McConaughey tells the dealer in his syrupy Texan drawl. “A seven will do just fine.”
|
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https://www.scams.info/blog/gambling-movies/the-gambler-review/
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en
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Movie Plot, Curious Details, and More
|
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2022-12-02T07:00:35+00:00
|
⭐Read The Gambler review and find out more about Rupert Wyatt’s movie. Explore the plot, learn about the cast, and discover interesting facts.🛡️
|
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/favico.png
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https://www.scams.info/blog/gambling-movies/the-gambler-review/
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The Gambler Review: A True Story Came to Life
Regardless if you are a gambling fan or not, The Gambler review will provide an enticing topic for a variety of movie enthusiasts out there. Following a true story, the film takes you inside the secret life of a blackjack gambler. Read our The Gambler review to learn more.
What Is the Gambler Movie About?
Released on January 1, 2015 and distributed by Paramount Pictures, The Gambler is a movie about a literature professor who leads a double life by the casino blackjack tables at night. The movie’s director is Rupert Wyatt. Famous actor Mark Wahlberg stars as the main character, Jim Bennett.
The film belongs to the drama/crime genre and explores the topic of addictive gambling. It also offers a bit of action for those who like fast-paced movies. There is also a love story for the fans of romance.
The Gambler: Movie Plot
Naturaly, we will begin our The Gambler review by describing the plot. We hope we do not include too many spoilers and keep your interest high. The Gambler portrays the intriguing story of Jim Bennett – a literature professor by day and an avid gambler at night.
While he teaches the great literary works to young people and earns a decent living, Bennett also searches for high-adrenaline adventures by night. His love for gambling leads him to the blackjack tables at Mister Lee’s casino. As you might have guessed, his taste for high stakes casino gambling and expensive thrills leads Bennett into trouble.
The literature professor soon falls into debt, and becomes prey to a few dangerous people. In the meantime, he falls for his student Amy. The blonde is a young girl, who also lives a double life. During the day, she attends the college where Bennett teaches. At night, she works as a cocktail waitress at the casino the literature professor frequents.
The Gambler: Memorable Female Characters
Amy seems to have a taste for the bad guys and falls in love with Bennett. However, the romance between the two of them seems rather complicated thanks to all the trouble the gambler has gotten himself into. Thus, Amy is bound to get involved into situations she may have not expected.
Another interesting female character in The Gambler is Bennett’s filthy-rich mother. The part is played by celebrated actress Jessica Lange. She appears tough on the outside and bitterly scolds her son for his addiction and lack of good judgement. However, she goes to the bank to get $240,000 to clean one of his debts.
The Gambler’s Male Roles: A Brilliant Play
As for the male characters, The Gambler has a stellar trio of supporting male actors. John Goodman, Michael K. Williams, and Alvin Ing make a great performance. Ing plays Mr. Lee, to whose casino the gambler is indebted. Williams is another gangster called Neville, who is sort of a mentor to Bennett.
All three of them perform brilliantly, but Goodman is definitely the most fun of them. He plays his entire part shirtless and swears quite a lot. He appears in the role of a parochial character, from whom Bennett borrows money.
As for Wahlberg, he has gotten into his character pretty well. He has a pale and unhealthy expression, but still manages to be cocky and escape in the face of danger. His intelligence shines through the clever schemes he makes to evade his enemies and get out of trouble.
The Critics’ Verdict
The critics have been fairly divided in their The Gambler reviews. Some claim the movie is more suitable for the action genre and does not fully correspond to the drama criteria. Others rate it highly and praise the fast-paced screenplay.
Critics also widely differ in their evaluation of Wahlberg’s play. While the majority find his character quite likeable, the rest do not estimate his performance as plausible enough. In any case, even if he does not play the part, Wahlberg at least looks it.
Interesting Facts about The Gambler
The Gambler is the modern-day remake of the 1974 movie of the same name. The original film was directed by Karel Reisz and starred James Caan as the gambler. Both the movie and the main character were very well accepted by the critics. The plot was penned by screenwriter James Toback.
Interestingly enough, The Gambler is based on a true story. This was revealed many years after the original was released. In 2011, screenwriter Toback published an essay, where he said that he wrote the script describing his personal experience.
Toback revealed that after graduating from Harvard in 1966, he began leading a double life, just as his main character. In his daytime, he would teach literature and writing at a prestigious CCNY program alongside other famous writers. At night, however, he would gamble at the local casinos.
In an attempt to make sense out of his experience, Toback started writing The Gambler. Initially plotted as a novel, it then evolved into a movie script. This is how the 1974 film was born. Toback included in it a lot of original experiences and dialogues from his life as a casino gambler.
The Gambler: Frequently Asked Questions
Now that you have read our entire The Gambler review, you know the major details about the movie, the plot, and the characters. We have also included a few interesting facts to make your experience more fulfilling. In addition, you will find below a brief FAQ section containing the most important highlights.
1️⃣ When was The Gamber released?
The Gambler officially entered movie theaters on January 1, 2015. The film is a remake of the 1974 production of the same name. The Gambler review tells the story of literature professor Jim Bennett, who is a keen gambler and his passion is about to ruin his life.
2️⃣ What happens to Jim Bennett?
Jim Bennett, who teaches literature to talented young students, also likes to enjoy gambling at night. Unfortunately, this habit turns into more than a pleasant way to pass the time, and he falls into debt. Some dangerous people are after him, and he needs to escape them.
3️⃣ Who does the Gambler fall in love with?
The Gambler, or Jim Bennett, falls in love with the female character Amy. She is a college student who works as a cocktail waitress at night. Amy is employed by the casino that Bennett frequents, and has a crush on him. However, the couple is about to encounter some challenges.
4️⃣ Who are the famous actors in The Gambler?
The Gambler boasts a stellar cast. Mark Whalberg plays the Gambler himself, while Jessica Lange is his mother. The three supporting male parts are also played by top famous actors. The male cast includes John Goodman, Michael K. Williams, and Alvin Ing.
5️⃣ Is The Gambler based on a true story?
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THE GAMBLER (2014) - Movieguide
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Is THE GAMBLER (2014) family friendly? Find out only at Movieguide. The Family and Christian Guide to Movie Reviews and Entertainment News.
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Movieguide | The Family Guide to Movies & Entertainment
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https://www.movieguide.org/reviews/movies/the-gambler-2014.html
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THE GAMBLER is a remake of the 1974 movie starring James Caan about an associate professor of English with a gambling addiction who must find a way to pay off two gangsters, or else. The movie is smartly directed, with nice camerawork, acting and terrific sound that adds tremendously to this movie’s dark and intense mood. It has constant abundant foul language, however, and solves the plot problem for the protagonist with more gambling.
Mark Wahlberg stars as Associate English Professor James Bennett, who wrote a novel with middling success. After his elderly grandfather’s death, the movie shows James going into an illegal gambling establishment operating in a mansion in the Malibu Hills high above the Pacific Ocean. Though he owes the casino’s Asian owner, Mister Lee, $240,000, James promptly loses the $10,000 he brought with him, then borrows $50,000 from a black gangster, Neville, who’s apparently roaming the illegal casino looking for gamblers to stake. He gives Mister Lee $40,000 of the $50K, but gambles away the rest. Now, James still owes about $260,000 to Lee and Neville, and only has seven days to pay off the two debts.
Back at college, James tells his literature students that writing for a living is useless unless you are a true genius who’s willing to take big risks. Don’t strive for mediocrity, he advises. He tells the class that only one student, a pretty young blonde woman named Amy Phillips, qualifies as a writing genius, but he chastises her for not taking great risks. While James lectures, the star basketball player in his class, a young man named Lamar Allen, is too busy playing with his cell-phone to pay much attention. The college is putting pressure on James to help focus Lamar on passing the class so he can keep playing basketball.
After some threats from Mister Lee and Neville, James gets the money to pay off his debts from his wealthy mother, who’s not very happy with her son. However, he goes with Amy to a legal casino in Palm Springs, where he loses all the money at blackjack. After this happens, Neville threatens both Amy and his mother if James doesn’t come up with the money.
James goes to see a menacing loan shark named Frank, played by John Goodman. Frank lectures James about taking too many risks. He tells James that, if he gives him the money to pay off his gambling debts, Frank will show no mercy at all when James can’t make his weekly interest payments. Wisely, James decides not to borrow Frank’s money.
Neville finds out that Lamar Allen attends James’ class. He proposes that, to pay off his debt, James will get Lamar to win the next game by only seven points, but James has a better idea. His idea wins him the money to pay off Mister Lee, but James decides to borrow more money from both Frank and Mister Lee in a gutsy play to risk everything. The collateral for the loans will be his own life.
Rupert Wyatt, who directed RISE OF THE PLANET OF THE APES, the first movie in the recent reboot of that franchise, is a talented filmmaker. He does a bang-up job here, getting Mark Wahlberg to give one of his best performances, and doing the same with John Goodman, who plays the loan shark, and Jessica Lange, who plays the mother. The new script is based on James Toback’s acclaimed screenplay for the 1974 movie THE GAMBLER, starring James Caan of THE GODFATHER, ELF and CLOUDY WITH A CHANCE OF MEATBALLS. The sound design in this GAMBLER is particularly powerful. It gives more gravitas to the actors’ voices, especially in the scenes between Wahlberg and Goodman and between Wahlberg and Michael Kenneth Williams (from HBO’s BOARDWALK EMPIRE), who plays Neville.
That said, THE GAMBLER has about 100 or more “f” bombs. There’s also a brief scene set in a strip club. Of course, the story involves a lot of gambling. Eventually, more gambling resolves the plot problem, and the protagonist believes that risking everything is the only way to live. Hence, the movie’s tagline, “The only way out is all in.” So, ultimately, media-wise viewers will find THE GAMBLER to be unacceptable entertainment.
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"MoeJurphy"
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2015-11-05T03:12:15+00:00
|
Been looking for a thread for Poker movies and documentaries and haven't seemed to find one. Correct me if I'm wrong.
Just wondering what other (worth...
|
en
|
CardsChat
|
https://www.cardschat.com/forum/general-poker-13/poker-movies-documentaries-275281/
|
The Cincinnati Kid (1965)
It's New Orleans and a new kid has come to town to beat the notorious Lancey Howard (Edward Robinson), the best poker player in the country. With the help of an old friend and card dealer, Eric Stoner (Steve McQueen) manages to get in on the highest stakes game of his life. Cincinnati Kid is all about the poker scene at the end, which is one of the best on film for certain. However, you must sit through some reasonably flat performances revolving around revenge and romance to get there. re are a couple of good moments of sexual tension between McQueen and Ann-Margret (playing Melba) in between Steve truly wanting to be with Christian (Tuesday Weld).
Rounders (1998)
Likely the most popular poker movie in a while, Matt Damon's character is forced back into the world of poker to help pay off a friends (Ed Norton) gambling dept. It's more of a card marathon near the end as they attempt to get the cash they need.
Lock, Stock and Two Smoking Barrels (1998) :icon_thum
Four regular guys from London put all their cash together to back their friend in an insanely high stakes game of poker with a local gangster. When they lose they have to get deep into the world of crime in order to get out again. Not as poker based as the other picks, but such a fantastic movie overall that it had to get high rank.
Luckytown (2000)
Kirsten Dunst is on a quest to find her father who is a notorious gambler. She picks up a video store clerk with a dream of being 'the' poker player and heads off to Las Vegas to find happiness, her father, or ruin. Lots of good action, great gambling scenes, Kirsten looks particularly sweet and she pole dances.
Big Hand for a Little Lady (1966)
A family moves into a new town and the husband decides to get in on a high stakes game of poker. He loses almost everything until his last hand when he conveniently has a heart attack. His wife, who has never played poker before, has to finish the game and try to win back her life savings. Quite a nice little comedic western.
Sunset Trail (1939)
A good guys versus bad guys movie with Hopalong Cassidy as the hero. Keller, the bad guy buys up a farmer's cattle then kills him and steals the money. Hopalong finds out that this is the case by posing as a newbie poker player and getting the farmers daughter to check the serial numbers on the cash.
Kaleidoscope (1966)
Barney is a sly, cheating, debonair poker player who has to play in a really high profile game to defend his title as the 'luckiest poker player ever' and win the killer pot.
Queen High (1930)
Two women who own a garter business together are always fighting and just can't agree on anything. They ask their lawyer to help them dissolve their business and he tell them that they should end it with a single hand of poker instead. stakes: the loser has to be the winners personal servant for an entire year. Time to get a new lawyer.
Loaded Pistols (1948)
Gene Autry and Barbara Britton star in this classic poker murder mystery. Mary Evans' (Barbara) younger brother is wrongly accused of murder during a poker game when someone is shot after the lights go out. Gene hides the boy and ends up having to recreate the poker game to find out who the real murderer is. Love this for the murder mystery aspect, you'll get nervous the next time you're at the table wondering who has the gun.
Maverick (1994)
Set in the old South, Mel Gibson (Maverick) needs 3000 extra dollars to enter a winner takes all poker tournament that is scheduled in a couple of days. After he meets a feisty female gambler, played by Jody Foster, they fall into lots of funny situations trying to get enough money to play.
Run (1990).
Patrick Dempsey kills time at an illegal card game in New Jersey before legalization of casino poker there. Here we get a rare filmed record of a player tipping the dealer, and the waving off of obnoxious second hand smoke. game climaxes when a belligerent, violent player forces Dempsey to draw one card instead of standing pat. "This is a new twist: Gestapo poker." Run also is one of the best-paced movies you'll ever see.
The Sting (1973).
When you play a cheater, be sure you cheat better than he does. Paul Newman out-hustles Robert Shaw during a train-board poker game. Newman's boozy, needling performance -- and the shocked expression on Shaw's underling's face when he realizes they've been out-cheated -- reveal a glimpse of how below the polite veneer, poker is usually taken very seriously.
California Split (1974).
Tough dated, this is the only movie to ever attempt to show the day to day life of card-playing, sports-betting, sleep-till-noon gamblers. Marred only by a poor ending and muddled sound, Split was directed by Robert Altman (M*A*S*H, Nashville). George Segal & Elliot Gould play Gardena poker players in search of a rush. world series of poker champion Amarillo Slim has a featured role.
The Cincinnati Kid (1965)
It's New Orleans and a new kid has come to town to beat the notorious Lancey Howard (Edward Robinson), the best poker player in the country. With the help of an old friend and card dealer, Eric Stoner (Steve McQueen) manages to get in on the highest stakes game of his life. Cincinnati Kid is all about the poker scene at the end, which is one of the best on film for certain. However, you must sit through some reasonably flat performances revolving around revenge and romance to get there. re are a couple of good moments of sexual tension between McQueen and Ann-Margret (playing Melba) in between Steve truly wanting to be with Christian (Tuesday Weld).
Rounders (1998)
Likely the most popular poker movie in a while, Matt Damon's character is forced back into the world of poker to help pay off a friends (Ed Norton) gambling dept. It's more of a card marathon near the end as they attempt to get the cash they need.
Lock, Stock and Two Smoking Barrels (1998) :icon_thum
Four regular guys from London put all their cash together to back their friend in an insanely high stakes game of poker with a local gangster. When they lose they have to get deep into the world of crime in order to get out again. Not as poker based as the other picks, but such a fantastic movie overall that it had to get high rank.
Luckytown (2000)
Kirsten Dunst is on a quest to find her father who is a notorious gambler. She picks up a video store clerk with a dream of being 'the' poker player and heads off to Las Vegas to find happiness, her father, or ruin. Lots of good action, great gambling scenes, Kirsten looks particularly sweet and she pole dances.
Big Hand for a Little Lady (1966)
A family moves into a new town and the husband decides to get in on a high stakes game of poker. He loses almost everything until his last hand when he conveniently has a heart attack. His wife, who has never played poker before, has to finish the game and try to win back her life savings. Quite a nice little comedic western.
Sunset Trail (1939)
A good guys versus bad guys movie with Hopalong Cassidy as the hero. Keller, the bad guy buys up a farmer's cattle then kills him and steals the money. Hopalong finds out that this is the case by posing as a newbie poker player and getting the farmers daughter to check the serial numbers on the cash.
Kaleidoscope (1966)
Barney is a sly, cheating, debonair poker player who has to play in a really high profile game to defend his title as the 'luckiest poker player ever' and win the killer pot.
Queen High (1930)
Two women who own a garter business together are always fighting and just can't agree on anything. They ask their lawyer to help them dissolve their business and he tell them that they should end it with a single hand of poker instead. stakes: the loser has to be the winners personal servant for an entire year. Time to get a new lawyer.
Loaded Pistols (1948)
Gene Autry and Barbara Britton star in this classic poker murder mystery. Mary Evans' (Barbara) younger brother is wrongly accused of murder during a poker game when someone is shot after the lights go out. Gene hides the boy and ends up having to recreate the poker game to find out who the real murderer is. Love this for the murder mystery aspect, you'll get nervous the next time you're at the table wondering who has the gun.
Maverick (1994)
Set in the old South, Mel Gibson (Maverick) needs 3000 extra dollars to enter a winner takes all poker tournament that is scheduled in a couple of days. After he meets a feisty female gambler, played by Jody Foster, they fall into lots of funny situations trying to get enough money to play.
Run (1990).
Patrick Dempsey kills time at an illegal card game in New Jersey before legalization of casino poker there. Here we get a rare filmed record of a player tipping the dealer, and the waving off of obnoxious second hand smoke. game climaxes when a belligerent, violent player forces Dempsey to draw one card instead of standing pat. "This is a new twist: Gestapo poker." Run also is one of the best-paced movies you'll ever see.
The Sting (1973).
When you play a cheater, be sure you cheat better than he does. Paul Newman out-hustles Robert Shaw during a train-board poker game. Newman's boozy, needling performance -- and the shocked expression on Shaw's underling's face when he realizes they've been out-cheated -- reveal a glimpse of how below the polite veneer, poker is usually taken very seriously.
California Split (1974).
Tough dated, this is the only movie to ever attempt to show the day to day life of card-playing, sports-betting, sleep-till-noon gamblers. Marred only by a poor ending and muddled sound, Split was directed by Robert Altman (M*A*S*H, Nashville). George Segal & Elliot Gould play Gardena poker players in search of a rush. World Series of Poker champion Amarillo Slim has a featured role.
amazing cheers!
|
|||||
6232
|
dbpedia
|
2
| 50
|
https://loveinanotherlanguage.wordpress.com/2017/02/25/the-gambler/
|
en
|
The Gambler
|
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[] |
2017-02-25T00:00:00
|
I did not watch this 2014 movie earlier because I have no interest in anything remotely resembling gambling but I just found out that Mark Wahlberg plays Jim Bennett, an associate professor in English at an university, so I caved in and watched the whole movie last night. Just as I expected, I didn't understand…
|
en
|
https://s1.wp.com/i/favicon.ico
|
Goldenager
|
https://loveinanotherlanguage.wordpress.com/2017/02/25/the-gambler/
|
I did not watch this 2014 movie earlier because I have no interest in anything remotely resembling gambling but I just found out that Mark Wahlberg plays Jim Bennett, an associate professor in English at an university, so I caved in and watched the whole movie last night.
Just as I expected, I didn’t understand a thing about the cards (poker?) and other games played at a gambling establishment and found all those scenes boring. I was shocked that an English lecturer (teaching Shakespeare and the modern novel) could use four-letter “F” words, words like “bro” (when addressing students), comments like s*** and b***s*** liberally in class or just leave abruptly in the middle of a lecture.
I understand that the mood is dark and the protagonist here is not supposed to be likeable. Jim leads a secret double life as a high-stakes gambler and borrows money from a gangster which leaves him, his mother Roberta (Jessica Lange) and student Amy Phillips (Brie Larson) in mortal danger. He is punished and tortured, which is what, I felt, he deserves.
I did not appreciate the way the screeplay (based on a 1974 film) was presented; and I did not understand the use of the twenty-odd songs in the movie, although I enjoyed those I’m familiar with, like Sunny (by Bobby Hebb), I Get A Kick Out Of You (by Cole Porter) and Etude Op 10 No 3 (by Chopin).
I have never been more disappointed by Mark Wahlberg.
|
||||
6232
|
dbpedia
|
1
| 13
|
https://www.hollywoodreporter.com/news/general-news/gambler-afi-fest-review-748065/
|
en
|
‘The Gambler’: AFI Fest Review
|
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[
"Todd McCarthy"
] |
2014-11-11T00:00:01+00:00
|
Rupert Wyatt's remake of the 1974 original stars Mark Wahlberg as a literature professor with a gambling problem
|
en
|
The Hollywood Reporter
|
https://www.hollywoodreporter.com/news/general-news/gambler-afi-fest-review-748065/
|
The Gambler is a slick and efficient remake of the superior 1974 original that starred James Caan as a college professor with personal demons he dealt with by tempting fate at the gaming tables. Here, Mark Wahlberg embraces self-loathing and personal free fall in a cool but perversely intriguing look at a man who not only walks on the wild side, but seems to want to take up residence there. Not quite the full-on downer that the original was, this Paramount release should score a decent take commercially.
Fully four decades after producing the original, Irwin Winkler and Robert Chartoff, joined by other colleagues, are back for a second try with a story that did not prove a hit at the time but remains one of Paramount’s stellar titles of its great early 1970s period. James Toback, whose screenplay for the original was his first, is credited here as an executive producer along with current writer William Monahan, who has moved the action from the goombah-dominated streets of New York to the more elegant, Asian-run gambling salons of Southern California, even as he has wisely retained the schizophrenic brainy-base personality split of the central character.
Bluntly told by his wealthy, dying grandfather (George Kennedy) in the opening scene that he’ll inherit nothing from him, Jim Bennett (Wahlberg) quickly establishes himself as the reckless sort prone to risking everything. As he runs up winnings at a swank coastal gambling spa run by a Mr. Lee (Alvin Ing), Jim never sets anything aside, doubling his earnings at blackjack until, inevitably, he loses everything, which may be what he most deeply craves.
In the blink of an eye, Jim owes Mr. Lee $240,000, and his situation gets worse when he is staked to $20,000 by downtown loan shark Neville (Michael Kenneth Williams) to help him climb back, and he blows through that too. Jim doesn’t want to rely for help on his steely Beverly Hills mother (an excellent Jessica Lange), whose wealth may be a major reason why he imagines he’ll always be rescued from trouble, but she refuses to help — until, that is, she takes him to the bank and gives him everything he needs.
The true depth of Jim’s recklessness only becomes clear in the wake of his angry mother’s largesse, but then the man’s existence generally reflects a perplexing duality. This inveterate risk-seeker, who is drawn to the low life, holds down a day job as an associate professor of literature. With his students he’s boldly confrontational, mixing among them in the lecture hall while ostensibly teaching Shakespeare to provoke them in sometimes rudely personal ways.
Three students, all high achievers, interest him: Dexter (Emory Cohen), a top tennis player with an unassuming personality; Lamar (Anthony Kelley), a stellar basketball player who, although only a junior, is leaning toward turning pro now; and Amy (Brie Larson), whom Jim singles out as the only brilliant writer in the class. “If you’re not a genius, don’t bother,” Jim proclaims, noting his own promising but unremarkable first novel published some years back.
This challenge to Amy has the desired effect that Jim might have privately intended — it piques her interest in him, to the point that they head off together on a desert excursion that ends up, unfortunately, in some Indian casinos, where Jim’s worst instincts once again assume the upper hand, sending him to a new low of jeopardy. The expansion of the female lead from the mere tag-along played with offbeat charm by Lauren Hutton in the original to a student who blithely announces her intention to ignite an “inappropriate relationship” with her teacher is one of the few upgrades registered in Monahan’s script. The screenplay is otherwise notable for a couple of brashly colorful monologues written for the grandiloquently philosophical underworld figure played with worldly-wise articulation by John Goodman.
As the days count down, the gambler is forced to do something he would not otherwise consider, which is to lean on the vulnerable Lamar to alter the outcome of a basketball game. Even then, it’s not over yet, and Monahan and director Rupert Wyatt have contrived a resolution that is rather more audience-friendly than the bloodily bleak one director Karel Reisz served up in the original.
In nearly every scene, Wahlberg carries off the central role with what could be called determined elan. Bluntly, sometimes viciously frank, Jim spares no one in his circle, beginning with himself, and his uncensored talk with his chosen students stands in sharp contrast with his limited ability to communicate clearly with his grandfather and mother. His gambling compulsion goes beyond addiction into something congenital; the causes behind it are not precisely spelled out but clearly have to do with severe family issues and emotional warp. All the same, Jim remains to some extent an unreachable character, someone you pity or shake your head over rather than empathize with.
The supporting roles are well etched, from Goodman’s turn as a Buddha of the underworld and Lange’s sharp portrait of an outwardly tough mother to smart work from Larson as a bright and bold student, Kelley as the talented but questioning hoops star and Williams as a multifaceted and eloquent crime figure.
Craft contributions are strong, although the music and songs interspersed between scenes feel too lightweight and ephemeral in light of the matter at hand.
Production: Chartoff Winkler Productions, Closest to the House
Cast: Mark Wahlberg, John Goodman, Brie Larson, Michael Kenneth Williams, George Kennedy, Jessica Lange, Richard Schiff, Emory Cohen, Domenick Lombardozzi, Anthony Kelley, Alvin Ing
Director: Rupert Wyatt
Screenwriter: William Monahan, based on the film written by James Toback
Producers: Mark Wahlberg, Stephen Levinson, Irwin Winkler, Robert Chartoff, David Winkler
Executive producers: David Crockett, James Toback, William Monahan
Director of photography: Greig Fraser
Production designer: Keith P. Cunningham
Costume designer: Jacqueline West
Editor: Pete Beaudreau
Music: Jon Brion, Theo Green
Casting: Sheila Jaffe
|
|||||
6232
|
dbpedia
|
2
| 85
|
https://doseofbuffa.com/2015/01/07/the-gambler-is-a-hypnotic-thrill/
|
en
|
The Gambler Is A Hypnotic Thrill
|
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""
] | null |
[
"D. Buffa"
] |
2015-01-07T00:00:00
|
Jim Bennett has a 260,000 dollar trust fund parachute at his disposal. He is a smart college professor. He is good looking. He's also a degenerate gambler who doesn't care about owing three different people over 200,000 large each and accepts kicks to the chest and punches to the face as warnings. Bennett, played by…
|
en
|
Dose of Buffa
|
https://doseofbuffa.com/2015/01/07/the-gambler-is-a-hypnotic-thrill/
|
Jim Bennett has a 260,000 dollar trust fund parachute at his disposal. He is a smart college professor. He is good looking. He’s also a degenerate gambler who doesn’t care about owing three different people over 200,000 large each and accepts kicks to the chest and punches to the face as warnings. Bennett, played by a Boogie Nights skinny Mark Wahlberg with a lustful whatever cynicism, is a complete cinematic home run shot. Director Rupert Everett cuts and dices up William Monahan’s script into the middle of this gambler’s drunk salad, and the movie is a pure hypnotic thrill ride.
All I heard about going into the film from critics and other movie fans ran along these lines. Bennett isn’t likable so I can’t like the movie too much. Give me a break and go suck on a paperback Nicholas Sparks novel please. Everybody isn’t a charming sympathetic leading character in films today. The filmmakers took James Caan’s character from the original film in the 1970’s and turned him into a talky English professor philosophy loving gambling poet. I’m all in here. This is the movies, ladies and gents. This IS NOT real life. You want real life. Walk outside and watch traffic go by. I’ll stay here in the theater and bump my hips off the comfy leather seats to The Gambler’s groovy soundtrack(which includes M83, Sixto “Sugar Man” Rodriguez, Ray LaMontague among others).
Here’s my rule for anti-hero type protagonists in these kind of dark, moody and slick poker or death exercises. I don’t have to like the person if I can at least understand them. Bennett came from money and was given it all. Life arrived to his chin on a silver platter, so he tortures himself at the roulette and blackjack tables playing with fire and dancing with the devils of temptation. That’s his thrill. You ever know a person who wasn’t nice but was very good at something and didn’t care about losing. A person, like Bennett here, who doesn’t see the limitations you and I do when we go to the gas station and contemplate how much money to put into the tank while leaving some grocery money. A person who knows ZERO fear. As Michael Kenneth Williams(forever Omar from The Wire) tells Wahlberg after being asked if he was collecting, “Maybe I just like to watch the show.” That is my position. The entire film, I simply wanted to see what Bennett did next.
Sure, he isn’t likable. He uses his star basketball player and tennis player in his gambling operations as pawns. He treats his mother like shit even after she drops him a quarter of a million dollars. He tries to push away the beautiful and wise Brie Larson when she wants to get close to his personalized prison cell of misery and decay. He doesn’t smile. He drinks when he should not. He talks shit to dangerous con men and loan sharks. However, he is still fun to watch sink and swim. Wahlberg knows exactly how to play Bennett too. Loose and cool. He doesn’t beg for an Oscar nomination. He already got one of those from a Monahan script(The Departed). He just plays Bennett like a shark with a bomb vest strapped to his chest as he swims through toxic waste.
The rest of the cast is aces. Williams sizzles as a man who likes to watch his loaners scrum. John Goodman delivers a pair of poignant and lethally written speeches with one entitled, “Fuck You Money”. Goodman knows how to take a pair of scenes and make you feel like he has been lurking throughout the entire film. He did it in Inside Llewyn Davis sitting in the backseat of a car. He does it here with Wahlberg in two darkly lit rooms. He’s a golden goose sailing into the latter part of his career. Jessica Lange plays the torn apart mother who cuts the shit better than she ever did in more popular movies. Her face could spawn 100 different paintings of inevitable madness.
Monahan’s script is full of gems, and while preachy and dependent on monologues, he has the cast here to knock it out of the park. Everett’s direction isn’t showy and paints Bennett’s world like a crumbling palace off the shore of paradise. The Gambler does have an optimistic ending and some would say it works off of luck, but when it comes to gambling, luck and danger run hand in hand. You can’t have the sweet without the bitter. The movie doesn’t change our protagonist but simply makes him hinge the rest of his life on a 50/50 bet. To me, that seems accurate for a movie called…you got it.
Go see this film. The acting, direction and writing are solid. The soundtrack is fantastic. The pace is relentless. You may learn what NOT to do at a casino or you may go afterwards. It’s your choice. Bennett’s theory is go big or go home. It has to be all or nothing. The Gambler is a cool precise slice of cinematic pie. Eat it up.
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2022-03-05T00:00:00
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Movies, TV, reviews, interviews, previews, trailers, posters
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The Movie Waffler
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https://www.themoviewaffler.com/2022/03/5-essential-blackjack-movies.html
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https://www.rogerebert.com/reviews/the-gambler-1974
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en
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The Gambler movie review & film summary (1974)
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“Jeez, Axel, I never seen such bad cards,” Axel Freed’s friend tells him consolingly. They’re standing in the kitchen of a New York apartment, and gray dawn is seeping through the smoke. Axel has never seen such bad cards either. His disbelief that anyone could draw so many lousy poker hands in a row has led him finally $44,000 into debt. He doesn’t have the money, but it’s been a bigtime game, and he has to find it somewhere or be in heavy trouble.
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“Jeez, Axel, I never seen such bad cards,” Axel Freed’s friend tells him consolingly. They’re standing in the kitchen of a New York apartment, and gray dawn is seeping through the smoke. Axel has never seen such bad cards either. His disbelief that anyone could draw so many lousy poker hands in a row has led him finally $44,000 into debt. He doesn’t have the money, but it’s been a bigtime game, and he has to find it somewhere or be in heavy trouble.
And that’s how Karel Reisz’s The Gambler begins: with a problem. The way Axel solves his problem is only fairly difficult. He borrows the money from his mother, who is a doctor. But then we discover that his problem is greater than his debt, because there is some final compulsion within him that won’t let him pay back the money. He needs to lose, to feel risk, to place himself in danger. He needs to gamble away the forty-four grand on even more hopeless bets because in a way it isn’t gambling that’s his obsession-it’s danger itself.
“I play in order to lose,” he tells his bookie at one point. “That’s what gets my juice going. If I only bet on the games I know, I could at least break even.” But he doesn’t want that. At one point, he’s driven to bet money he doesn’t really have on college basketball games picked almost at random out of the sports pages.
And yet Axel Freed is not simply a gambler, but a very complicated man in his mid-thirties who earns his living as a university literature teacher. He teaches Dostoyevski, William Carlos Williams, Thoreau. But he doesn’t seem to teach their works so much as what he finds in them to justify his own obsessions. One of the students in his class has Axel figured out so completely that she always has the right answer, when he asks what Thoreau is saying, or what Dostoyevski is saying. They’re saying, as Axel reads them, to take risks, to put the self on the line.
“Buffalo Bill’s defunct,” he says, quoting the e. e. cummings poem, and the death of the nineteenth-century age of heroes obsesses him. In that earlier age, he could have tested himself more directly. His grandfather came to America flat broke, fought and killed to establish himself, and still is a man of enormous vitality at the age of eighty. The old man is respectable now (he owns a chain of furniture stores), but the legend of his youth fascinates Axel, who recites it poetically at the eightieth-birthday party.
Axel finds nothing in 1974 to test himself against, however. He has to find his own dangers, to court and seduce them. And the ultimate risk in his life as a gambler is that behind his friendly bookies and betting cronies is the implacable presence of the Mafia, the guys who take his bets like him, but if he doesn’t pay, there’s nothing they can do. “It’s out of my hands,” his pal Hips explains. “A bad gambling debt has got to be taken care of.” And that adds an additional dimension to The Gambler, which begins as a portrait of Axel Freed’s personality, develops into the story of his world, and then pays off as a thriller. We become so absolutely contained by Axel’s problems and dangers that they seem like our own. There’s a scene where he soaks in the bathtub and listens to the last minutes of a basketball game, and another scene where he sits in the stands and watches a basketball game he has tried to fix (while a couple of hit men watch him), and these scenes have a quality of tension almost impossible to sustain.
But Reisz sustains them, and makes them all the more real because he doesn’t populate the rest of his movie with stock characters.
Axel Freed, as played by James Caan, is himself a totally convincing personality, and original. He doesn’t derive from other gambling movies or even from other roles he’s played.
And the people around him also are specific, original creations. His mother Naomi (Jacqueline Brooks) is a competent, independent person who gives him the money because she fears for his life, and yet understands that his problem is deeper than gambling. His grandfather, marvelously played by Morris Carnovsky, is able to imply by his behavior why he fascinates Axel so. The various bookies and collectors he comes across aren’t Mafia stereotypes. They enforce more in sorrow than in anger. Only his girlfriend (Lauren Hutton) fails to seem very real. Here’s still another demonstration of the inability of contemporary movies to give us three-dimensional women under thirty.
There’s a scene in The Gambler that has James Caan on screen all by himself for two minutes, locked in a basement room, waiting to meet a Mafia boss who will arguably instruct that his legs be broken. In another movie, the scene could have seemed too long, too eventless.
But Reisz, Caan, and screenwriter James Toback have constructed the character and the movie so convincingly that the scene not only works, but works two ways: first as suspense, and then as character revelation. Because as we look into Axel Freed’s caged eyes we see a person who is scared to death and yet stubbornly ready for this moment he has brought down upon himself.
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