Fire Dept Case Study

The firefighting departments across the globe have met public criticisms over their services. The Fire Department have also experienced media bashing on a number of occasions. Some of the criticisms have no basis and could be personal hatred projected towards the emergency response body. Some criticisms on the other hand, are based on factual evidence. The most important thing that comes out is the need for the Fire Department to come up with measures to market its image to the critics, both public and the media. Just like any other organization in public service, the Fire Department needs to ensure that they offer quality services to the consumers and that whatever they do is effectively communicated. The other challenge they have to deal with is the ignorance on the part of the public. Some of the criticisms they receive can be linked absolute lack of awareness and misunderstanding on the part of the citizens about the role of the Fire Department. The Fire Department in an attempt to market itself and redeem its public image has to come up with a strategic plan that covers two broad areas, efficient service delivery and effective achievements communication. Managing public perception about the brand is a key component in Public Service Management.

This paper explores the different aspects in living a firefighter’s life. The topics that will be covered are the various types of technology when being a fireman, the different tactics you see on a day to day basis, the physical abilities one must be capable of, and the types of equipment used. The technology used today to help fight fires is extremely progressed and different than it was even just ten years ago. If it were not for these new inventions, communication would not be as easy and complex for any fire station. Firemen face different obstacles every day and have to be ready to jump right in with whatever the circumstance may be. Tactics such as

There are many areas in the fire service where potential lawsuits and liability can arise; some of these areas include, but are most definitely not limited to negligence, hazing, and not following the fire department’s SOPs/SOGs. As our society has changed, so has its expectations of those in emergency services—while many in the community may think of firefighters as the pinnacle of what an upstanding citizen must look like, there are countless moral and ethical pitfalls that firefighters can fall prey to and diminish the reputation of the fire service.

On November 14, 2003, a fire was reported at the Greenhalgh Mill in Pawtucket, Rhode Island. The Pawtucket Fire Department was dispatched to the fire. One of the satellite stations, Cottage Street Fire Station, happened to be directly across the road from the old mill and could see first-hand that the fire was already fully engulfed. This fire rapidly spun out of control, destroying three mill buildings, thirteen homes, and damaging seventeen other structures before being contained. Twenty-one mutual aid departments from Rhode Island and Massachusetts were called in to assist the Pawtucket Fire Department. Looking at the article, Rhode Island and Massachusetts Units Converge on Pawtucket Mill Fire by Jay K. Bradish, from both the engine and truck company perspectives, in my opinion, the call for additional resources and an adequate supply of water were appropriately implemented, while the implementation of the Incident Command System and the accountability of fire personnel were handled improperly during this fire.

Medic 1 was dispatched by 911 to 1234 Main St for a possible code blue for a 5 year old Male. Fire Dept was on scene as this was the location of a structure fire. Along with Fire Dept the local first responders was on scene. The first responders arrived on scene and requested ALS from dispatch. Medic 1 arrived on scene to find a child lying supine across the street from where the fire was located. There was four to five fire firefighters located around the patient assisting first responders. As Medic 1 arrived on scene was was given a history on the patient from first responders. They noted that the boy was pulled from the house that was on fire by firefighters and started mouth to mouth ventilation's. They said when they arrived on scene they

At around 0030 11/16/16 I Sr. Officer Chad Stephenson of Siena Heights University (SHU) Department of Public Safety (DPS) was approached by resident student Stanley Saunders to report that his jacket was stolen out of his dorm room 409 on 11/15/16 between 1400-2300. Saunders stated that after he come back from a meeting at around 1230 he took his jacket off and but it on his bed. Then at around 1400 the left his room to go and hung out with some friends, when he came back at around 2300 he noticed his jacket was missing. Saunders searched his room, and talked with his roommates to see if any of them seen it but they all said no. The jacket is described as an Black North Face theremoball full zip up and is a size XL, Saunders states that he only bought it around a month ago.

I would disagree with the statement that "A prudent fire chief steers clear of politics.” All fire departments run on some kind of funding. Without the proper funding then the department either cannot adequately staff apparatus or are forced to cut back in response abilities or additional programs and personnel. Money for funding often comes from the political area and government programs. This is just one of the crucial reasons that "A prudent fire chief" would actually in fact be well involved in politics, creating relationships with individuals that could grow to be influential in decision making. In addition, to overseeing all operational aspects of the department, a chief is a representative of the department

Fire district 13 is located in the forested valleys and steep foothills of the Cascade Mountain Range at the base of Mount St. Helens. Access to our district, primarily reached by one main county road, is limited. With automatic mutual aid to neighboring districts with, major rail, and freeway- interoperability is key. Located above the Cascadia Subduction zone, Clark County is due for a catastrophic earthquake. The area that includes fire district 13 is a transitional zone between unoccupied forest land and human development. Being a part of the wildland urban interface zone puts us at a higher risk for wildfires.

The Golden Fire Department (GFD) is proud to introduce our newest employee Kathleen (Katie) Quintana! Katie Joined the GFD Fire Prevention Bureau staff in mid June 2015. She worked for the City and County of Denver for 10 ½ years, there she held a variety of clerical and administrative positions. Her last few years with Denver, Katie worked for the Denver Police Department doing photo enforcement, after that she was a 911 call taker. In 2005, she accepted a position with the Aurora Fire Department (AFD) as a front desk receptionist. Shortly after she was hired, she was promoted to fire inspector. Katie spent eight years with the Aurora Fire Department. During her tenure, she became an ICC and state certified Fire Inspector II, she also received

The reasons why I want to be part of the Los Santos Fire Department reside in my childhood. When I was a child I grew up in a bad neighborhood where crime was spreading like wildfire. My friends were lost in crime and I was alone, but at the same time I was lucky: I had two parents who loved me and tried to keep me away from that nasty environment.

On 7-7-16, I observed a fire drill conduced on A-shift at approximately 0856. Building Control called via radio to Officer Elkins, the pod officer, in 3C that there was a fire alarm activation in pod 3C cell 15. After Officer Elkins heard the call he radioed to building control that he received the notification. Officer Elkins immediately announced to the inmates in the dayroom to line up on the ramp. Officer Elkins did a group unlock on the cell doors, and then went to don on the air pack and grab his flex cuffs. He then went back to the pod desk to grab his logbook/documents and waited for the responding officers to enter. Officer Rumfield was the first officer into the pod he went behind the pod desk to get the fire extinguisher. He called building control for a repeat on where the alarm was called. After finding out that it was in cell 15 he went to the cell scanned it and radioed to building control that there was no smoke or fire in cell 15. At 0859, Building control called via radio be advised that this is

Savona, N.Y (WENY) -- A fire department in Steuben County is receiving thousands of dollars in federal funding.

I truly enjoyed reading the material for this week 's discussion. I found it fascinating to read how these people of passion were so revered as leaders. Something I found difficult while reading the stories of these various leaders was the details of what they did within their respective industries that made them successful. Although I recognize the importance of the details, I found myself continually fanaticizing about how the many different approaches would directly translate to the fire service. Because of the uniqueness of the fire service as an industry, I found it easier to relate to themes and concepts rather than the details. 'Strengths Based Leadership ' by Tom Rath and Barry Conchie For example Simon Cooper stated: "people create memories, not things. If we ask guests what color the carpet was in their guest room, they probably won 't know. The real value comes from the ladies and gentlemen (employees) who bring that hotel to life. Ten percent is the platform, but the rest is people. (Rath & Conchie, 2008, p. 43) As I read this I couldn 't help but think of the fact that our customers in the emergency response world (fire service) likely remember more about how we treat them than what uniform we wear or what kind of apparatus we arrive in, so long as we bring true caring and compassion to their bedside. In addition Cooper 's people over platform approach was obvious in this Rath & Conchie description: "then when he talked of the night-and-day difference that a

The National Institute of Occupational Safety and Health will not change legislation regarding safety in the near future.

The greatest threat facing the Modern Fire Service is the rate at which firefighters are dying in the line of duty. Excluding the terrible event of 9/11 that occurred in 2001 that forever changed the dynamics of the emergency response services1, firefighter deaths have averaged around 100 fatalities each year for the since 1990. This unacceptable rate of firefighter deaths has found its way to be a benchmark in the industry. The problem is that the benchmark should be zero firefighter deaths while on duty and every year that there is a fatality is a year that the fire service has failed its members. The number one cause of firefighter related deaths yearly is proven to be medical, stress, or overexertion related fatalities2. All of these causes of firefighter deaths can be avoided with implementation of training and awareness.