Fire Team Case Study

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

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

After receiving a grant from the Office of Juvenile Affairs, Camp Fire brought two new members to the team to foster the relationship with the Hispanic families as well as to increase their involvement in the different programs.

Candidate Biondo briefed all five paragraphs of the order but it was lacking detail. He did not brief scheme of maneuver in the order and he did brief not a plan. Also, he would say "I say again" prior to even stating the mission statement once, which displayed that he was not confident in his order. SNC was able to come up with a plan on the fly prior to executing. When his plan was clearly not working he adjusted the plan about five minutes into the executions. SNC was able to act in a timely manner. SNC positioned himself in the best position to control his fire team. SNC addressed security and he had one fire team member establishing security throughout the mission. After making some quick decisions initially, SNC appeared to get

NASA firefighters and the Titusville Fire Department each have been given an artifact from the World Trade Center to display to visitors. Both beams are currently en route to Brevard County and will help to honor those who were victims of the 9/11 attacks.

Candidate Doyle delivered his five paragraph order neglecting to mention the information covered in the Orientation as it was briefed to him by the evaluator. SNC only covered the grid points contained in the Orientation, thus making other parts of the brief confusing to the squad. SNC’s squad asked questions regarding the direction of travel. During the execution, SNC was unable to quickly make adjustments to the initial plan, as he seemed slightly overwhelmed and unable to assess the entire situation. Once SNC realized that he had taken casualties, his focus was still on the objective ahead. His focus on the mission displayed sheer neglect for his casualties as he did not know what the extent of the injuries were while issuing commands to the teams. SNC had to repeat to the squad several times to move the casualties, as the team failed to display any sense of urgency.

Although leaving out pertinent information in the Orientation, Situation, and Mission paragraphs, Candidate Brown demonstrated an ability to rapidly develop an initial plan and communicate that to his fire team. SNC provided a Scheme of Maneuver that was anonymous, sequential, and thorough, and briefed tasks specific to each fire team member. Despite being choppy at times as he composed his thoughts, SNC spoke in an enthusiastically confident tone throughout his brief. Upon conclusion of his brief, SNC lost momentum with his fire team when he took approximately one minute to explain the plan again to his fire team. However, SNC was able to regain his sense of urgency by quickly altering his plan when he recognized it would not work. SNC

The Baltimore City fire department had been notified by the CSX dispatcher, as well as it

Candidate Rodriguez gave a clear, direct and very confident brief of the five paragraph order to his fire team. SNC was able to address all the key points with the exception of command and signal. SNC briefed the need for security but, did not utilize during the execution phase. SNC displayed great communication skills which were very effective throughout the course. SNC displayed a great deal of urgency and relayed this to his team members also. SNC showed great leadership skills and positive control of his fire team. This was displayed during one particular portion when the rope was penalized for touching red and was told to drop it from the top of the obstacle, the team member at the top misunderstood and also came down as well. SNC

The LA County Fire Department needs to implement an anti-nepotism program. The OCI reported that 27 sworn personnel had access to oral interviews test questions and answer, and use the material to distribute to some of their relatives (Naimo, 2015). According to the OCI, these 27 sworn personnel were two Battalion Chiefs, 17 Fire Captains, one Fire Fighter Specialist, and seven Firefighters (Naimo, 2015). These 27 sworn personnel had no authority to distribute the examination material so it’s important to implement an anti-nepotism program for the whole department. Having an anti-nepotism program can help, especially Fire Captains to understand and follow the department’s series of guidelines, laws and regulations. Furthermore, they can formulate a great judgment, and their leading principle must be accountable to and within the rule of law. Accountability is an element of bureaucratic responsibility that involves public officials to obey the law (Hill & Lynn Jr., 2016).This accomplishes as Mark Bovens argues, increase performance in the workplace, reinforcing integrity, encourage democratic domination, preserving lawfulness and contributing purification after a misfortune (Hill & Lynn Jr., 2016). Discussing the rules and procedures can help employees at the department to perform their task

Candidate Brown started her mission off with an above average brief to her fire team. SNC took the details of the evaluator's brief down with excellent detail. When issuing the order, SNC almost relayed the information verbatim from the evaluators brief. Once she finished her brief and tasking, she then took her azimuth and found that she forgot which tree in the woods she used for a reference point. After failing to take another azimuth prior to completely missing her objective, the evaluator then had to step in to get her fire team back on track. This caused the team to assault the objective from the backside of the objective. Once, the objective was in SNC's sight, she acted according to the mission statement and her team was able

While briefing the order Candidate Cisco displayed confidence. During the brief SNC gave tasks of what he wanted each fire team member to do during the mission. The initial plan that he gave during the brief was to rebuild the bridge with the planks, so that they could get to the other side. SNC also made an emphasis of not touching any read areas within the brief. During the execution phase of the problem SNC made effective use of his fire team telling that once they get across the other fire team member needs to hold the plank immediately so that it doesn't fall. SNC did communicate well during the execution phase by constantly emphasizing not touching red and continuously checking on security. SNC didn't need to make adjustment to

Candidate Dalby did not seem confident while briefing his fire team on the mission at hand. SNC missed the Admin and Logistics portion as well. There did not seem to be a solid initial plan in place and upon execution there was some uncertainty of how to effectively begin the problem. SNC's lack of a well thought out plan resulted in taking advice from his fire team members. SNC was briefed prior to the start of the obstacle not to throw anything, but threw the ammo can over the wall which had the rope tied to it, this resulted in a 60 second penalty of the ammo can and rope. SNC did not have a solid secondary plan which resulted in mismanagement of time. There was no real sense of urgency throughout the negotiation of this obstacle which

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.