Sellafield Fire Services Case Study

To better understand the background of the contrasting views, we must look at how the fire service has developed around

To begin, the call for of additional resources, including personnel and equipment was beneficial. The text said, “The Cottage Street Fire Station, home to Engine 4 and Ladder 2, was located directly across from the mill.” Upon the initial dispatch, Lt. John Leite, a firefighter in that station, was able to immediately

In 2012, Insurance Services Office (ISO) conducted a review of the fire suppression capabilities of the Council Bluffs (IA) Fire Department (CBFD). The resulting Public Protection Classification (PPC) was a Class 2. This classification puts the CBFD into the top 1% of the approximately 49,000 fire departments ISO reviews. In an effort to maintain the highest level of service to the public, the current fire administration has established an organizational goal of achieving a Class 1 designation.

Nestled deep in the mountains of Western North Carolina, the Linville Gorge is a federally designated wilderness area that is part of Pisgah National Forest. This unique slice of southern Appalachia is managed by the Grandfather Ranger District and is located in the Blue Ridge Escarpment near the town of Marion, NC. To the east, Linville Gorge is bordered by Jonas Ridge, and the slopes of Linville Mountain form the western border. The two steep sides create a terrain that is extremely rugged and rocky, which would seemingly make it difficult for vegetation to establish communities on the canyon walls. However, this is not the case, as the gorge has very dense populations of hardwoods, conifers, and understory shrubs. The intimidating topography of the Linville Gorge Wilderness area enabled it to be

NFPA and National Fire Protection Association are registered trademarks of the National Fire Protection Association, Quincy, Massachusetts 02169. Copyright © 2008 National Fire Protection Association®. All Rights Reserved. This edition of NFPA 1006, Standard for Technical Rescuer Professional Qualifications, was prepared by the Technical Committee on Rescue Technician Professional Qualifications and released by the Technical Correlating Committee on Professional Qualifications. It was issued by the Standards Council on December 11, 2007, with an effective date of December 31, 2007, and supersedes all previous editions. This edition of NFPA 1006 was

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

Ladder 1 and 5, Rescue 1, and Car 3 by 6:18pm. At this time Incident Commander number one request dispatch to strike a second alarm due to the size of the building and with the second alarm Engines 2, 16, aerial scope 2, and car 2 are all dispatched to the scene. At 6:20pm Incident Commander number one request building information from dispatch but no building plans were ever found creating confusion on how the interior of the building was designed. At 6:26pm Incident Commander one enters the building through a door from the first floor and goes up the stairway into the second floor where the fire originated as well as Engine 13 and Ladder 1 who report that elevator shafts were engulfed into fire. Incident commander number one reports there was possibly two homeless people still in the building and at 6:31pm Incident commander number two comes on scene in Car 2. Three crews from Engine 1, Ladder 1, and Rescue 1 were inside the building reporting the spread of fire and all work their way up the stairway to the roof to cleared a skylight and had it completely vented and started to descend down the stairs while each crew performed search-and-rescue sweeps of each floor for the homeless victims and fire extension checks. They also have 2 ½ inch hose line and 1 ¾ inch hose line on the second and third floor coming up the stairway for an offensive

A firefighter’s ability to communicate directly and in real-time is essential, and serves as a lifeline to safety. Any communications delay or failure puts lives at risk. Replacing obsolete portable radio equipment will ensure we can meet mission critical and basic response needs, promoting interoperability with federal, state, and local partners; ensuring compliance with state and federal laws; and supporting the safety of our firefighters, public safety responders, and the citizens we serve.

On arrival they witnessed smoke and flames on the mid level of the building. Two battalion chiefs arrived on scene and one proceeded to set up incident command at the lobby, while the other led fire fighters up the building for fire attack (Routley 8). One of the security guards then informed the chiefs that the fire was on the 22nd floor, and at 2033 battalion chief 5 ordered a second alarm (Routley 8). Due to insufficient fire protection around the utility lines all power was lost to the building (Routley 8). At the loss of primary power the emergency generator didn’t kick in due to improper maintenance it was unable to start (Routley 8). This profoundly impacted the fire operations for the remainder of the incident because the entire building was left without electricity (Routley 8). As stated in the tactical report, “This total power failure had a major impact on the firefighting operations. The lack of lighting made it necessary for firefighters to carry out suppression operations in complete darkness using only battery powered lights. Since there was no power to operate elevators, firefighters were forced to hand carry all suppression equipment including SCBA replacement cylinders up the stairs to the staging area that was established on the 20th floor. In addition, personnel had to climb at least 20 floors

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

     After visiting some actual fire departments, I realized as a firefighter you certainly have a lot to be proud of. It’s not your average job and does require quite a bit of organization to stay on top of everything. Everyday you have to be ready and prepared for just about anything that can happen. You never know what kinds

As soon as I pushed the button for the second floor two hands went between my arms and grabbed my tits pulling me back into his chest and started fondling me. Then Robert walked over and pressed the red stop button.

The fire service is full of rituals and traditions, some of which lends to the nostalgia of ceremonies and public events. Other rituals and traditions are practices that need to be left in the past; horseplay, hazing, and harassing the new recruits. Using an internet search engine to look for headline incidents of hazing and subsequent filing of a grievance will result in a plethora of articles about firefighter hazing incidents. Although hazing is meant to be a tool to test one’s commitment or a passed on a tradition that the perpetrators themselves were subjected too, hazing often involves unpleasant and heinous acts that can have serious physical or emotional consequences that lead to costly grievances.

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.