LA County Fire Department: Case Study

in an attempt to increase the diversity the fire service have introduced methods such as appointing an equality and diversity officer to the community who is there to discuss and talk to women and ethnic minority groups about the career opportunities they would encounter if they joined the fire service. The service has introduced a 10 year strategy which has a goal of improving the way the workers treat each other across all parts of the Service but also the effectiveness of the relationship that they have with the public. The strategy has 5 different areas which the service aims to work on to improve diversity.The first is Leadership and promoting inclusion where they want individuals to ‘undertake their role in promoting equality and diversity and ensure any practice or procedure they have responsibility for is effectively equality impact assessed’. The second is accountability which will include the workers making ‘evidence available to the public annually on improvements to service delivery and employment practice, including progress against the employment targets through its website’. The third area is Effective service delivery and community engagement. This aims to involve community and voluntary groups in policy development including members of minority ethnic, religious, disabled, lesbian, gay, bisexual and transgender communities, men and women, and all age groups more within the work of the fire

The objective of this thesis is to provide comprehensive information to all stakeholders who have an interest in enhancing minority recruitment and selection. The goal of this thesis is to address law enforcement professionals about the importance of diversifying police agencies; more importantly, is to address the underrepresentation of Asian-American police officers and the challenges of recruiting potential candidates from Asian communities. Through community policing, mediation, trust building, collaboration with stakeholders, and cultural diversity training, law enforcement agencies will achieve its recruiting and diversity goals. Targeting Asian cultural events, partnering up with higher learning institutions, and sending mass emails regarding job opportunities to criminal justice majors could produce students’ interests and desires to pursue a career in law enforcement (Castaneda & Ridgeway, 2010). Recruitment issues and needs will be examined; moreover, the importance of evaluating implemented strategies must be followed up in order to monitor community changes or problems that may arise (Tangel, 2015).

Diversity in law enforcement has grown to become a hot topic within the law enforcement community. The demographic of society has changed dramatically over the last 20 years and with that law enforcement has been changing, but have they been changing enough? Different law enforcement agencies have their own ways of implementing diversity in their practices and procedures, some of them are better than others, but with issues that happen today it is important that they do something.

Diversity recruitment is vital to any organization, especially that of a law enforcement agency. Many police departments across Missouri are struggling to maintain a workforce that is equally as diverse at the community it serves. According to The Police Chief magazine, one of the most effective recruitment techniques to achieve a diverse police force is to generate a positive perception of police within the community. (Pearsall & Kohlhepp, 2016)

In order to create more diversity on the force with the applicant pool, there are a few different approaches or techniques that I would follow through with. The first would be to bring officers of color and female officers to job fairs and recruitment events. With the view of most Police Officers being negative in today's world, I think that bringing diverse officers to these events shows that this job is one that is made available to all who strive for it. Regardless of skin color or gender. When students or young people have the opportunity to see that they can in fact relate to people working in this field and that they are welcome there, it creates bridges and opportunities to create a better world of policing. This also opens up the opportunity for students or people who are considering this line of work, the chance to ask important questions. They can ask the officer of color or

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.

In 1970, the Chaparral Region of Southern California suffered immense devastation from wildfires that burned for several days, burning more than half a million acres of land, destroying over 700 structures and killing 16 people. During the subsequent debriefing and critiques done by the two primary agencies, Los Angeles County and Los Angeles City Fire Departments, four major obstacles were identified. The two departments agreed that while there was cooperation between the departments, the identified obstacles definitely impeded the efforts put forth to extinguish the fire.

• At the end of the questionnaire, the individual is given points in each category of learning

department on February 5 of 1850 with the formation of Mutual Hook and Ladder station #1.

Truly the Fire Chief should not be involved with the Union contract negotiations for two reasons. First being, that the Chief is not represented by the union, nor is their contract follow the provision that are a result of negotiations by the union and city. Being a salaried employee of the city, the Chief negotiates their own contract and is responsible to abide to the provisions of the contract. Which if negotiated could include language that excepts the Chief from participating on either side of the contact negotiations. Secondly, the Fire Chief is a representative of the department and its personnel, so for the Chief to be on the side of the city or locality. This could cause conflict within the department ranks and create a situation where

I am writing this letter to compliment the IAFF for a job well done. A few months back we had two instructors from the IAFF come to our firehouse, and over the course of three days they taught our 80 member hazmat team on the subject of illicit labs. The information given was accurate and very applicable to our profession.

The Council Bluffs Fire Department earned 39.3 out of 50 possible points in the 2014 ISO evaluation. Details of the credit earned in the Fire Department section are found in Table 8.

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 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.