By Mark vonAppen from: http://mark-vonappen.blogspot.com/ All of my life I have been known as a bit of a trouble maker. I have pushed limits and challenged authority. In the process, I have trampled a path that few have chosen to follow. Sometimes it's a lonely place. I feel like I have no home, I find my place where I ramble. The limit pushing and challenging of authority continued after my appointment as a career firefighter. Until recently, I struggled with this identity, pushing forward and standing in front with a huge bulls eye on my back only to have the organization punch me repeatedly in the face. I began walking the fence as I tried to be a crowd pleaser, attempting to appeal to everyone. In doing so, I have felt reined in, put in a box, metaphorically bound and gagged (my emails are still screened). I felt average and frustrated. I was out of the flow path. No more. So here it comes. Respect is far more important than approval. I start trouble over matters of principle, not in a sophomorish attempt at capturing the spotlight. I have never stirred up trouble simply for trouble's sake. I am outspoken on issues that I am passionate about, usually regarding education in the fire service, high standards of performance, and treating people right. On these issues I will not waiver, my standards will not be compromised. If that alienates some, so be it. If you agree with what I say, but not how I said it, so be it. If you don't like me, so be it. I own it.
"I am outspoken on issues that I am passionate about, usually regarding high standards of performance and treating people right.If you don't like me, so be it. I own it.Respect is far more important than approval."
I have learned a couple of things over the years. One: Educated and aggressive beats timid and uninformed any day of the week. Two: We tell the same stories again and again, repeatedly proclaiming the same tired, flawed tactics should have worked, that they will work next time, and the text book is the be-all-end-all. They won't, and it's not. Three: Even if you are speaking the truth, most people don't want to hear it, it makes them uncomfortable. They're usually mad at themselves for who they are, not for who you are. Four: Even if you work your ass off you don't always win. Five: Quick change happens slowly. Positive change shows itself when you least expect it and need a lift the most.
Comfort zones are for people whose jobs are predictable, they are safe and cozy for having them. Our job is neither safe nor predictable so personal comfort levels must be pushed and the boat must be rocked. Occasionally, people have to be dumped out of the boat in order to learn if they will sink or swim when on their own. Finding a way to get comfortable being uncomfortable is the only way we can successfully navigate the fireground, a place where consequences are immediate, unforgiving, and sometimes irreversible. This isn't a game, and it's not cool to be stupid. We can't have scared, stupid firefighters. What's cool? Learning. What's cool? Coaching. What's cool? Leading.
If you lead you're automatically a target. Being in the flow path is a dangerous business. Often you find yourself on your own. I've learned a lot of things the hard way, making a lot of mistakes because I put myself out there. Change is occurring, I can see it. In order to continue, change requires those who push. Sometimes it might seem like you have no shot at winning, but you'll never know unless you try. I am proud of what all of us have been creating through this movement of, "We'll do it on our own together." I will continue to push and I will continue to grow. This thing is fully involved and I'm standing directly in the flow path; who's with me? Why do we start trouble? Because somebody has to and there is a lot more work to be done.
CDC Current Intelligence Bulletin 67: Fire Service Epidemic
There's an epidemic in the American fire service, and terrifyingly little is known about it. Some estimate that as many as 1% of your brothers and sisters might already be infected, while others claim that number is as high as 10%, although evidence is clearly showing that the incidence rate is rising. If you're reading this, there's a good chance that you're already infected; and since this disease is highly contagious, there's also a good chance that you've unknowingly infected numerous others.
The hallmarks of this disease include: an insatiable appetite for knowledge and constant focus on your craft. Other symptoms include relentless drilling, training, reading, sweating and questioning, leading to increased proficiency on the fireground. The CDC has developed a quick, three question diagnostic test (highly reliable and valid) that one can use to determine if they're infected.
1. Can we push fire with a hoseline?
2. Is your pimp hand loose?
3. When out with your significant other, do you often find yourself sizing-up doors and buildings?
- If you answered No, Yes and Always, respectively...then you're most likely contaminated.
The etiology of this disease is unknown, but there is a strong causal link between great mentors and infected individuals. Many claim that this disease has been around for generations, while others claim centuries. There are numerous accusations (although scientifically unfounded) reporting Franklin, Layman or Fredericks as the fire service's "Typhoid Mary"; although no one knows whom the original host was. An unnamed source even went as far as stating that he has evidence that FDIC is an orgy of infestation, and that The Godfather (Chief Halton) is not only aware of this, but that he has been proactively working to make this a global pandemic. Recently, cases of this disease have even been found as far away as England, Sweden, India and Chile.
Predictably, like seemingly everything else about this disease, the route of transmission is not fully understood, but anecdotal evidence suggests that it's spread through copious amounts of sweat. At this time, the long-term prognosis for this disease is unknown. There is no known cure, and the CDC is advising palliative care and symptom management, to include: reading articles and books, training, going to conferences and going to working fires.
If you, or someone you know may be infected, contact the CDC and your PCP immediately.
I believe firefighters can be placed into 3 categories in terms of engagement and leadership. Generally speaking:
25% believe in (or pretend to believe in) current leadership staff
35% have no faith in (some of them even hate) the leadership staff
40% could go either way given strong direction and leadership
Of the 35% that contains the haters, there is a very temperamental subset that can have a profound impact on organizational chemistry.
The most important firefighters to capture are the rogue leaders, those passionate individuals who, if ignored, can be savage and destructive forces on the team. Like it or not, your truest leaders are not always the ones who do exactly as they are told or what the book says is right every single time. Your best leaders are not necessarily "yes men". The best leaders are functionally intelligent, independent thinkers who scare the crap out of micro-managers.
People gravitate toward strong personalities, not drones who do just exactly what is expected of them and nothing more. Some of the strongest leaders among us have pushed it right to the edge and some have even gotten kicked off of the team. Passion is energy; channelling that energy in a way to best suit the needs of the team is the key to overall success. Some of history's most influential leaders were agents of evil, I sure-as-hell don't want them on my team. In order to bring the rogues home, you must first understand who they are.
Rogues are driven by passion. Sometimes, your informal, real leaders wind up getting chapped by positional leaders who don't know what to do with them. Rogues have a lot of energy and original ideas, because of this they are seen as trouble makers who rock the boat. They ask questions. They can be found training by themselves or in tight-knit misunderstood groups. They are often your highest fireground performers because their passion and drive for perfection won't let them stop training and learning. They are students of the craft in the truest sense. The rogue believes that when your job has the potential to take your life, you had best make it your life's work. Rogues are intolerant of those who do not understand their drive or respect the craft.
Communication, trust, and confidentiality are the keys to success in any leadership endeavor, but particularly when dealing with the bristly rogue. Cultivating trust in the firehouse is a must have if we seek an elite level of performance.
"People follow passion much more readily than rules. Find your most passionate people and bring them on board."
Each rogue leader must be engaged individually. Build trust by treating everyone as unique, and shower them with genuine interest. Place these fiery leaders in positions where they have the best chance of affecting others with their strength, their passion for the craft. They must feel that the organization will not quit on them, even when they overstep their bounds. The deal breaker is if the rogue does harm to the team, this cannot be tolerated. The obligation of the informal leader is to make every effort to try to contribute to the success of the team. People must feel that the leader is speaking to them individually even as the leader is addressing an entire group. Trust and connection must be built and it might take a while.
How do you develop trust?
Communication
Honesty - most rogues have something in their career that has made them jaded, be honest or you'll lose them forever
Create stakeholders - include informal leaders in the planning process
Clearly communicate the plan and then execute it
Mutual exchange - have expectations of the individual and allow them to have expectations of positional leaders
Accountability
Patience
Rogue leaders can have the greatest influence on the firehouse. Their infectious, passionate personalities are magnetic. People are pulled in when they speak and they will emulate their actions. If you are able to rein in their energy for the positive, and are genuinely interested in helping them succeed for the good of all; then you will have an ally for life. If you double-cross or lie to them you will have an enemy for eternity. Trust is the biggest factor in getting and keeping rogues engaged.
Create buy-in at all levels by subscribing to the BIG4: Do your job Treat people right Give all out effort Have an all in attitude
Rogue leaders have loaded dispositions that can either move the team forward or tear it apart. The key is taking all of that energy and focusing it in the right direction before it goes sideways from lack of exercise and frustration. Rogues just need someone they can trust and who truly believes in them. People follow passion much more readily than rules. Find your most passionate people and bring them on board. True progress is made when passion and lofty goals meet planning and expectations.
It seems that nobody uses hydraulic ventilation anymore. Maybe it is misinformation, or maybe it just isn't covered adequately in recruit school; but hydraulic ventilation can be a very valuable tactic when used correctly. It seems that everyone is quick to call for PPV as soon as the fire is knocked down, without even considering using the nozzle to ventilate the fire area. Our PPV fans will move about 10,000-15,000 cubic feet of air per minute, while a 30 degree fog pattern will move about 6,000 cubic feet of air per minute. That's not a bad tradeoff when you consider that hydraulic ventilation is literally right at your fingertips. PPV takes time and personnel to set up. Doors must be closed to create a positive pressure and control the flow path. Most importantly, if there is fire extension into the attic or void spaces, PPV can turn a good stop into a total loss very quickly. Remember to always check the attic before initiating PPV.
Conversely, hydraulic ventilation can be performed by the nozzle team immediately after the fire is knocked down. Quick ventilation after the knockdown improves survivability for trapped occupants, and makes it quicker and easier to search for victims and fire extension. A 2,000 square foot house with 8 foot ceilings contains about 16,000 cubic feet of air space. A nozzle with a 30 degree fog pattern moving 6,000 cubic feet of air per minute can complete a full air exchange in the house in about 2 1/2 minutes; probably quicker than it will take to set up PPV. So next time you knock the fire down, consider using hydraulic ventilation before calling for the fan. As you will notice in the video, start out with a straight stream through the window then open the pattern until it fills most of the window and you are getting good smoke movement. Beginning this way ensures that all of the water goes out the window and prevents unnecessary water damage. Whenever using any kind of forced ventilation, frequently check behind you to make sure that the air flow is not causing fire to flare back up between you and your path of egress.
I didn't get a chance to post this the other day, but Tuesday was the 14th anniversary of the Worcester Cold Storage fire that killed six firefighters December 3, 1999. This particular incident has always had a special significance to me, not just because it occurred in my home state, but because it was the first highly publicized multiple line of duty death to occur in my fire service career. At the time, I had no idea how substantial its impact on the fire service would be.
During that time period, there were many changes and new ideas emerging in the fire service. Things such as risk assessment, accountability systems, thermal imaging cameras, mayday training, 2-in/2-out, rapid intervention, and large area search techniques were all new and controversial topics in the fire service. This tragic fire, and the LODD report that followed, served as catalysts to speed up the acceptance and implementation of the aforementioned practices and topics. Many things that we take for granted today were paid for in blood by Brothers: Paul Brotherton, Jerry Lucey, Timothy Jackson, James Lyons, Joseph McGuirk, and Thomas Spencer. Their sacrifice has had an eternal impact on the fire service.
If you have never read the article, "The Perfect Fire" published in Esquire magazine, do yourself a favor and read it. It can be found at the link below:
Your ISO rating could be slipping right out of your hands if you don't take action to correct it. Your ISO rating should be important to you and every member of the department. Your ISO rating is a good barometer of how effective you are at putting out fires. Your ISO rating is your "Interior Stream Operation." If you're not so hot with a nozzle, then your ISO rating will go down in flames and the fire area will go up in flames.
Being part of a solid engine company is not only reassuring, it is the baseline of your extinguishment culture. An excellent engine company operation is not created out of thin air; it comes from dedication and hard work. The firefighters that make up a highly effective extinguishment team, besides having a shared dogged determination to defeat the fire where it lives, will incorporate solid nozzle techniques along with proper hoseline management.
The fire service, especially in the U.S, has been discussing aggressive interior attack (AIA) for what seems like forever. In other areas of the world, exterior attack is the norm (unless a mother is standing outside screaming that her kids are trapped on the second floor). As we discuss this topic yet again, let’s look at some defining factors that lend themselves to successful interior fire attack and rescue operations. I titled this article “The Suppression Aggression Olympics” because firefighters are similar to Olympic athletes. Following are some parallels:
Training is the key to success through teamwork.
We strive for perfection each time.
There is very little room for error.
We shoot for the top. (For athletes, it's gold; for us, it's a life saved.)
Camaraderie and peer support helps the process.
As we delve into suppression aggression AIA, know that I am still a staunch supporter of AIA firefighting and rescue for our collective tool boxes. AIA is a necessary tactic that has saved thousands of lives over many years. This article will hopefully give some perspective on how we may be able to improve how we operate while injuring and killing less of our people.
Am I waving the safety flag? Maybe, but my goal is to make you rethink how you operate and how and why you and those around you make the decisions you make. We can be aggressive, but to the extent that we remember that life safety is part of the job, and it includes us.
by Nick Martin from www.fireengineering.com We all love going to fires. We'd all agree we learn something at every fire we go to. So how do we track what we've experienced and what we've learned? If we don't track this, how can we know where to focus for improvement? As a company, most of us keep log books, Firehouse Software reports, NFIRS reports, or other official documents. These track the official details of how our organization deployed at an incident. But what about you personally? Where is what you've done and how you've evolved tracked?
About a year ago, I began informally tracking the incidents to which I responded. Using Evernote, a simple piece of free software that I can access on any computer or my phone, I began quickly keeping some personal notes after any significant incident I went to. As the training chief for my Department, my initial goal was to have a system to track incident actions and trends and to over time be able to identify any recurring gaps between our expectations and performance so that we could address them through training or guidelines.
It worked, but I also began to find that I also tracked what I had done personally. Since on the scene I function as any other battalion chief would, where was I falling short personally? If I was the IC did I manage the scene well? Communicate well? Did I miss something important in my size-up? Did I have a mis-step with my PPE? Was there an SOG I wasn't fully up to date on? In addition to tracking performance at the Department level, I quickly found that I was identifying gaps in my own actions.
What to track? As much as you can I suppose... As soon as the incident is over, I brain dump my thoughts into a note in a bulleted list - you can always come back later and add to it, or clean it up. The nice thing about Evernote is that I can easily access it on my phone, so I can often start this brain dump while still on scene. I'll add a picture of the scene or any important action areas so I can recall the situation later. If I was the IC, I'll scan in a copy of my tactical worksheet. Later I can attach parts of the incident audio.
Seeing this information all in one place makes it easy to reflect on later. As you build up a list of incidents, you can look back on them and see what keeps popping up. Maybe your companies need to work on deploying more ground ladders. Maybe YOU need to work on how to speak on the radio more clearly when wearing an SCBA. One of the benefits of this system is that it's private. We'll all naturally be a little more candid when we know it's private - we'll particularly be more honest about our own shortcomings. And even that private acknowledgement that we have an issue will help drive us to fix it.
The benchmark for a good job is not "the fire went out and everyone went home" - that'll happen even if we don't show up. The details are what matter. By tracking those details we can see where we need to improve. Whether you are a backstep firefighter, company or chief officer, keeping track of your performance on incidents over time will help you identify where you can improve.
There is a debate that rages, on a daily basis; aggressive versus safe – interior versus exterior – searching versus waiting. Depending on where you work and what your experience is, you no doubt have an opinion about these topics. Some hold a very strong opinion, that the safety sallies (you know, those that advocate safety above everything) are ruining the fire service and that there is no room for their thinking. There are others that feel the nomex hoods and bunker gear are the equivalent of standing outside on the front lawn and think transitional attacks are two steps below selling Mary Kay Cosmetics.
There is a whole section on Backstep Firefighter dedicated to “Why We Search.” In this section there is example after example of good firefighters making rescues from buildings. Many of these rescues are from buildings that are vacant, or would otherwise be assuming to be vacant. How can that be? You ask. The book says that boarded up buildings are unoccupied and unsafe. Unfortunately, these people that were rescued didn’t read the book. That is how this happens.
First off, how much more ventilation do we need? Secondly, why would you not have someone heeling the ladder when it is placed on icy concrete. This is what happens when we allow ourselves to get tunnel vision- foreseeable and preventable injuries.
Everyone must know, without question, who they answer to and who they answer for, especially YOU.There are three good reasons for this directive. First, under stress, and certainly distress, we revert to what we know best, and what we know best is what we do most frequently. If we fail to practice sound organizational discipline on a daily basis in the firehouse, then we’ll likely fail on the fireground, especially when things get stressful.
Second, working through a chain of command reinforces an important message: you trust, support, and will hold those in leadership positions accountable for their behavior and the behavior of their direct reports. When you go around one of your supervisors, it undermines their authority and gives personnel permission to take the same path back to you.
Third, knowing to who you answer will clarify your mission and help set your priorities. Working for two (or more) supervisors is bad for all involved whether in the station or on the fireground. If the organization needs to use some of its people in dual roles (e.g., training/operations, prevention/operations, and so on), then all involved need to clearly know when who is working for whom.
You may delegate authority, but you are never relieved of responsibility for the outcomes of that delegation.Delegation is a skill that requires good judgment; it is not an entitlement to dump unpleasant tasks on your subordinates. Delegation is required for you to keep at least part of your attention above the details of the work so you can see the big picture (administratively and operationally). Effective delegation requires you to provide four things, which follow:
A clear description of what “right” looks like when the task is complete.
“Time” includes one or more of the following: substituting the delegated task for other standing duties until completed, specific prioritization above other tasks, or a due date that realistically allows time for the task to be completed within existing workflow. If you cannot provide these four items, then you’re not ready to delegate the task—you’re dumping.
I’ve “dumped” things on people more than I’d like to admit—and will probably continue do so in the future—but it’s not the best way. Your people, like mine, will pull it off sometimes even when we delegate poorly, but only for a while; it has to be the exception, or we set up them and the organization for failure. More importantly, we lose the trust of our people when we dump more than we properly delegate.
Remember, defensive operations mean stay out of the collapse zone. There is no excuse for getting firefighters killed when there is nothing left to save.
ATTENTION all firefighters! This is a call to action! What am I ranting about? The realization of your value. That’s what.
Have you ever heard or even worse made the statement “I’m JUST a fireman”, in response to a question regarding one’s rank or stature within the company or organization? Shame on you! This statement is made with an almost subconscious denigration. Wake up! You are the marrow in the skeleton of the company! Look up skeleton in the dictionary and two different definitions stand out. “a SUPPORTING FRAMEWORK, as of a leaf, building, or ship” and “something reduced to
its ESSENTIAL PARTS”. And don’t you forget it! While the officer leads the company and accepts all the accolades for a job well done, you are the one who makes that happen. Do not underestimate the value of your position. The officer guides and directs the company but you my brothers and sisters ensure that the compass points true north!
This value, however, is not an automatic. It must be earned. Training, education, and an all-around passion for what you do are the paths to this increased valuation. Although it is the officer’s duty to ensure competency, you too have equal responsibility in this requirement. We all define our own roles within the company and the organization and although rank most assuredly helps it is by no means a prerequisite. If this hasn’t been part of your professional focus then neither should complaining nor griping about how screwed up things are. It seems a bit hypocritical to me when firefighters begin rattling off a litany of things wrong with their department without so much as a whisper of any potential solutions. I do not believe you have earned the right. Reclamation is up to you. You define your role! You set the limit on your appraisal or someone else will
Video of fire scenes show us as we are. They are not complimentary. They are real. While we all feel better because we would never look that bad, are you sure? Some will always be poor performers and some will just have a bad day with the video rolling.
What we often see is poor task skills incorporated within a poorly structured attack plan. While some individuals stand out due to various errors, they are often operating within a broken system. So two problems emerge: firefighter errors and scene disorganization. The bigger of these two errors is improper scene management--a total lack of SOPs or SOGs, just helter-skelter!
The task issue of forcing a door or stretching a line incorrectly can hopefully be overcome by someone who paid more attention to those lessons at the academy. Firefighters all learn skills in training school and hopefully rework the memory muscle at house drills; however, when we witness task errors throughout, we are witnessing dysfunction. Fireground dysfunction is not easily solved on scene because the problem goes deep. The problem is that the fire goes out and no injuries are encountered and we collectively pat ourselves on the back and nothing improves. For many, there is no need for improvement if these two benchmarks are reached.
Beyond skill drills which make up the foundation of firefighter training, we need to also incorporate fire operations protocol. We need to revisit the fire academy as groups and work on our approach to fires in people's homes. We need to practice directing the actions of firefighters. We need to have our firefighters not just in bunker gear, but truly ready to work on air. Our leaders need to understand that good fireground management starts long before your arrival on scene. Remember, if you want to look good, practice your act.
In Ray's class, "Engine Company Errors--The Dirty Dozen," a lack of SOPs is cited as error number one
With all the recent fire studies conducted by UL, NIST, ISFSI, etc. the fire service is undergoing a renaissance...or at least that's what I thought. The aforementioned organizations have pumped out volumes of empirical data that we can consume and digest to make our profession smarter, more effective and most importantly, safer. Although over the past couple of months I have heard too many people spout misinformation regarding the findings of these studies. Specifically, I have had conversations with more than a couple firefighters that feel that there is now no need to ho interior anymore; that in all circumstances we should fight fire from the exterior. What these ill-informed firefighters spout as law is that we can't push 'fire', and exterior streams cool the entire box, regardless of stream origin (front yard, down the hall, fire room, etc.) so they then fill in the blanks of their logic (this is much easier than thinking) to conclude that we should always fight from outside the box. They have found the Holy Grail of fire attack.
Let's be very clear here...if you have been paying attention to these studies, you have undoubtedly heard these organizations (the Mythbusters of the fire service) make it a point to clarify that exterior fire attack is not right for every situation, nor every fire...simply they are proving that it is an effective tactic that has advantages in certain situations. With that being said, some of us aren't really listening.
The death of a firefighter is a tragic event, a loss to the brotherhood of firefighting, the community, and often our functionality. A department that has never suffered a firefighter fatality may be unfamiliar with the effects and ripples of such an event. Every active firefighter death needs to cause ripples in the fire service. Those ripples, while felt, however, cannot overtake an organization in the form of paralysis; instead they must be channeled to eliminate future similar events and improve fireground functionality.
There is a branch of the federal government that recounts the events leading up to firefighter deaths and then makes recommendations to prevent future ones. For most deaths, the last word is the NIOSHLODD report. These reports from the National Institute for Occupational Safety and Health (NIOSH) are the result of an investigation team that looks at evidence and interviews those involved to help the greater fire service to understand the death and develop methods of prevention. These reports are available via the Internet and may also be supplemented by the actual department report of the death. It is very important for firefighters to learn what went on at the fire and what caused the death of the firefighter or firefighters.
Maybe it's just criticism or just repletion, but many feel these reports are an inch deep and a mile wide, issuing boilerplate recommendations and often missing the true causation. While it can seem that way, they still must be examined. If you feel they missed the mark, that's all right--add your two cents to those you pass it on to. The point is to get everyone to read them and to want to read them.
Many reports carry similar suggestions and many cover similar causes. So the questions are: Do the reports bore us? Do we see wide spread adoption of the recommendations, or are we not noticing the causation similarities? The use of fire service social media is widespread, so the possibility of accumulated noise drowning out the heightened importance of NIOSH reports is real. This noise is not just created by solo distractors, but is also caused by organizations that, while championing safety, seem too busy promoting their own programs or funding to bother pushing the reports through their networks.
The consolidation of message is a powerful thing. If you want a message to reverberate through the fire service, allow it to have breathing room and support. NIOSH reports are what the balance of the fire service looks at to find answers to tragic events. They are not all perfect reports, but that fact should not cause us to overlook their overall importance as a learning tool and potential lifesaver for future firefighting events.
Let's stop our chatter both as individuals and organizations and support spreading the reports' message. By mindfully pushing all departments to read these reports, the nation's firefighters will be better informed. The death of a firefighter is not a silent event; it must leave an imprint on all of us, for the good of all of us
A Joseph Agnello, Lad.118 Lt. Brian Ahearn, Bat.13 Eric Allen, Sqd.18 (D) Richard Allen, Lad.15 Cpt. James Amato, Sqd.1 Calixto Anaya Jr., Eng.4 Joseph Agnello, Lad.118 Lt. Brian Ahearn, Bat.13 Eric Allen, Sqd.18 (D) Richard Allen, Lad.15 Cpt. James Amato, Sqd.1 Calixto Anaya Jr., Eng.4 Joseph Angelini, Res.1 (D) Joseph Angelini Jr., Lad.4 Faustino Apostol Jr., Bat.2 David Arce, Eng.33 Louis Arena, Lad.5 (D) Carl Asaro, Bat.9 Lt. Gregg Atlas, Eng.10 Gerald Atwood, Lad.21
B Gerald Baptiste, Lad.9 A.C. Gerard Barbara, Cmd. Ctr. Matthew Barnes, Lad.25 Arthur Barry, Lad.15Lt.Steven Bates, Eng.235 Carl Bedigian, Eng.214 Stephen Belson, Bat.7 John Bergin, Res.5 Paul Beyer, Eng.6 Peter Bielfeld, Lad.42 Brian Bilcher, Sqd.1 Carl Bini, Res.5 Christopher Blackwell, Res.3 Michael Bocchino, Bat.48 Frank Bonomo, Eng.230 Gary Box, Sqd.1 Michael Boyle, Eng.33 Kevin Bracken, Eng.40 Michael Brennan, Lad.4 Peter Brennan, Res.4 Cpt. Daniel Brethel, Lad.24 (D) Cpt. Patrick Brown, Lad.3 Andrew Brunn, Lad.5 (D) Cpt. Vincent Brunton, Lad.105 F.M. Ronald Bucca Greg Buck, Eng.201 Cpt. William Burke Jr., Eng.21 A.C. Donald Burns, Cmd. Ctr. John Burnside, Lad.20 Thomas Butler, Sqd.1 Patrick Byrne, Lad.101
C George Cain, Lad.7 Salvatore Calabro, Lad.101 Cpt. Frank Callahan, Lad.35 Michael Cammarata, Lad.11 Brian Cannizzaro, Lad.101 Dennis Carey, Hmc.1 Michael Carlo, Eng.230 Michael Carroll, Lad.3 Peter Carroll, Sqd.1 (D) Thomas Casoria, Eng.22 Michael Cawley, Lad.136 Vernon Cherry, Lad.118 Nicholas Chiofalo, Eng.235 John Chipura, Eng.219 Michael Clarke, Lad.2 Steven Coakley, Eng.217 Tarel Coleman, Sqd.252 John Collins, Lad.25 Robert Cordice, Sqd.1 Ruben Correa, Eng.74 James Coyle, Lad.3 Robert Crawford, Safety Lt. John Crisci, H.M. B.C. Dennis Cross, Bat.57 (D) Thomas Cullen III, Sqd. 41 Robert Curatolo, Lad.16 (D)
D Lt. Edward D'Atri, Sqd.1 Michael D'Auria, Eng.40 Scott Davidson, Lad.118 Edward Day, Lad.11 B.C. Thomas DeAngelis, Bat. 8 Manuel Delvalle, Eng.5 Martin DeMeo, H.M. 1 David DeRubbio, Eng.226 Lt. Andrew Desperito, Eng.1 (D) B.C. Dennis Devlin, Bat.9 Gerard Dewan, Lad.3 George DiPasquale, Lad.2 Lt. Kevin Donnelly, Lad.3 Lt. Kevin Dowdell, Res.4 B.C. Raymond Downey, Soc. Gerard Duffy, Lad.21
E Cpt. Martin Egan, Jr., Div.15 (D) Michael Elferis, Eng.22 Francis Esposito, Eng.235 Lt. Michael Esposito, Sqd.1 Robert Evans, Eng.33
F B.C. John Fanning, H.O. Cpt. Thomas Farino, Eng.26 Terrence Farrell, Res.4 Cpt. Joseph Farrelly, Div.1 Dep. Comm. William Feehan, (D) Lee Fehling, Eng.235 Alan Feinberg, Bat.9 Michael Fiore, Res.5 Lt. John Fischer, Lad.20 Andre Fletcher, Res.5 John Florio, Eng.214 Lt. Michael Fodor, Lad.21 Thomas Foley, Res.3 David Fontana, Sqd.1 Robert Foti, Lad.7 Andrew Fredericks, Sqd.18 Lt. Peter Freund, Eng.55
G Thomas Gambino Jr., Res.3 Chief of Dept. Peter Ganci, Jr. (D) Lt. Charles Garbarini, Bat.9 Thomas Gardner, Hmc.1 Matthew Garvey, Sqd.1 Bruce Gary, Eng.40 Gary Geidel, Res.1 B.C. Edward Geraghty, Bat.9 Dennis Germain, Lad.2 Lt. Vincent Giammona, Lad.5 James Giberson, Lad.35 Ronnie Gies, Sqd.288 Paul Gill, Eng.54 Lt. John Ginley, Eng.40 Jeffrey Giordano, Lad.3 John Giordano, Hmc.1 Keith Glascoe, Lad.21 James Gray, Lad.20 B.C. Joseph Grzelak, Bat.48 Jose Guadalupe, Eng.54 Lt. Geoffrey Guja, Bat.43 Lt. Joseph Gullickson, Lad.101
H David Halderman, Sqd.18 Lt. Vincent Halloran, Lad.8 Robert Hamilton, Sqd.41 Sean Hanley, Lad.20 (D) Thomas Hannafin, Lad.5 Dana Hannon, Eng.26 Daniel Harlin, Lad.2 Lt. Harvey Harrell, Res.5 Lt. Stephen Harrell, Bat.7 Cpt. Thomas Haskell, Jr., Div.15 Timothy Haskell, Sqd.18 (D) Cpt. Terence Hatton, Res.1 Michael Haub, Lad.4 Lt. Michael Healey, Sqd.41 John Hefferman, Lad.11 Ronnie Henderson, Eng.279 Joseph Henry, Lad.21 William Henry, Res.1 (D) Thomas Hetzel, Lad.13 Cpt. Brian Hickey, Res.4 Lt. Timothy Higgins, S.O.C. Jonathan Hohmann, Hmc.1 Thomas Holohan, Eng.6 Joseph Hunter, Sqd.288 Cpt. Walter Hynes, Lad.13 (D)
I Jonathan Ielpi, Sqd.288 Cpt. Frederick Ill Jr., Lad.2
J William Johnston, Eng.6 Andrew Jordan, Lad.132 Karl Joseph, Eng.207 Lt. Anthony Jovic, Bat.47 Angel Juarbe Jr., Lad.12 Mychal Judge, Chaplain (D)
K Vincent Kane, Eng.22 B.C. Charles Kasper, S.O.C. Paul Keating, Lad.5 Richard Kelly Jr., Lad.11 Thomas R. Kelly, Lad.15 Thomas W. Kelly, Lad.105 Thomas Kennedy, Lad.101 Lt. Ronald Kerwin, Sqd.288 Michael Kiefer, Lad.132 Robert King Jr., Eng.33 Scott Kopytko, Lad.15 William Krukowski, Lad.21 Kenneth Kumpel, Lad.25 Thomas Kuveikis, Sqd.252
L David LaForge, Lad.20 William Lake, Res.2 Robert Lane, Eng.55 Peter Langone, Sqd.252 Scott Larsen, Lad.15 Lt. Joseph Leavey, Lad.15 Neil Leavy, Eng.217 Daniel Libretti, Res.2 Carlos Lillo, Paramedic Robert Linnane, Lad.20 Michael Lynch, Eng.40 Michael Lynch, Lad.4 Michael Lyons, Sqd.41 Patrick Lyons, Sqd.252
M Joseph Maffeo, Lad.101 William Mahoney, Res 4 Joseph Maloney, Lad.3 (D) B.C. Joseph Marchbanks Jr, Bat.12 Lt. Charles Margiotta, Bat.22 Kenneth Marino, Res.1 John Marshall, Eng.23 Lt. Peter Martin, Res.2 Lt. Paul Martini, Eng.23 Joseph Mascali, T.S.U. 2 Keithroy Maynard, Eng.33 Brian McAleese, Eng.226 John McAvoy, Lad.3 Thomas McCann, Bat.8 Lt. William McGinn, Sqd.18 B.C. William McGovern, Bat.2 (D) Dennis McHugh, Lad.13 Robert McMahon, Lad.20 Robert McPadden, Eng.23 Terence McShane, Lad.101 Timothy McSweeney, Lad.3 Martin McWilliams, Eng.22 (D) Raymond Meisenheimer, Res.3 Charles Mendez, Lad.7 Steve Mercado, Eng.40 Douglas Miller, Res.5 Henry Miller Jr, Lad.105 Robert Minara, Lad.25 Thomas Mingione, Lad.132 Lt. Paul Mitchell, Bat.1 Capt. Louis Modafferi, Res.5 Lt. Dennis Mojica, Res.1 (D) Manuel Mojica, Sqd.18 (D) Carl Molinaro, Lad.2 Michael Montesi, Res.1 Capt. Thomas Moody, Div.1 B.C. John Moran, Bat.49 Vincent Morello, Lad.35 Christopher Mozzillo, Eng.55 Richard Muldowney Jr, Lad.07 Michael Mullan, Lad.12 Dennis Mulligan, Lad.2 Lt. Raymond Murphy, Lad.16
N Lt. Robert Nagel, Eng.58 John Napolitano, Res.2 Peter Nelson, Res.4 Gerard Nevins, Res.1
O Dennis O'Berg, Lad.105 Lt. Daniel O'Callaghan, Lad.4 Douglas Oelschlager, Lad.15 Joseph Ogren, Lad.3 Lt. Thomas O'Hagan, Bat.4 Samuel Oitice, Lad.4 Patrick O'Keefe, Res.1 Capt. William O'Keefe, Div.15 (D) Eric Olsen, Lad.15 Jeffery Olsen, Eng.10 Steven Olson, Lad.3 Kevin O'Rourke, Res.2 Michael Otten, Lad.35
P Jeffery Palazzo, Res.5 B.C. Orio Palmer, Bat.7 Frank Palombo, Lad.105 Paul Pansini, Eng.10 B.C. John Paolillo, Bat.11 James Pappageorge, Eng.23 Robert Parro, Eng.8 Durrell Pearsall, Res.4 Lt. Glenn Perry, Bat.12 Lt. Philip Petti, Bat.7 Lt. Kevin Pfeifer, Eng. 33 Lt. Kenneth Phelan, Bat.32 Christopher Pickford, Eng.201 Shawn Powell, Eng.207 Vincent Princiotta, Lad.7 Kevin Prior, Sqd.252 B.C. Richard Prunty, Bat.2 (D)
Q Lincoln Quappe, Res.2 Lt. Michael Quilty, Lad.11 Ricardo Quinn, Paramedic
R Leonard Ragaglia, Eng.54 Michael Ragusa, Eng.279 Edward Rall, Res.2 Adam Rand, Sqd.288 Donald Regan, Res.3 Lt. Robert Regan, Lad.118 Christian Regenhard, Lad.131 Kevin Reilly, Eng.207 Lt. Vernon Richard, Lad.7 James Riches, Eng.4 Joseph Rivelli, Lad.25 Michael Roberts, Eng.214 Michael E. Roberts, Lad.35 Anthony Rodriguez, Eng.279 Matthew Rogan, Lad.11 Nicholas Rossomando, Res.5 Paul Ruback, Lad.25 Stephen Russell, Eng.55 Lt. Michael Russo, S.O.C. B.C. Matthew Ryan, Bat.1
S Thomas Sabella, Lad.13 Christopher Santora, Eng.54 John Santore, Lad.5 (D) Gregory Saucedo, Lad.5 Dennis Scauso, H.M. 1 John Schardt, Eng.201 B.C. Fred Scheffold, Bat.12 Thomas Schoales, Eng.4 Gerard Schrang, Res.3 (D) Gregory Sikorsky, Sqd.41 Stephen Siller, Sqd.1 Stanley Smagala Jr, Eng.226 Kevin Smith, H.M. 1 Leon Smith Jr, Lad 118 Robert Spear Jr, Eng.26 Joseph Spor, Res.3 B.C. Lawrence Stack, Bat.50 Cpt. Timothy Stackpole, Div.11 (D) Gregory Stajk, Lad.13 Jeffery Stark, Eng.230 Benjamin Suarez, Lad.21 Daniel Suhr, Eng.216 (D) Lt. Christopher Sullivan, Lad.111 Brian Sweeney, Res.1
T Sean Tallon, Lad.10 Allan Tarasiewicz, Res.5 Paul Tegtmeier, Eng.4 John Tierney, Lad.9 John Tipping II, Lad.4 Hector Tirado Jr, Eng.23
V Richard Vanhine, Sqd.41 Peter Vega, Lad.118 Lawrence Veling, Eng.235 John Vigiano II, Lad.132 Sergio Villanueva, Lad.132 Lawrence Virgilio, Sqd.18 (D)
W Lt. Robert Wallace, Eng.205 Jeffery Walz, Lad. 9 Lt. Michael Warchola, Lad.5 (D) Capt. Patrick Waters, S.O.C. Kenneth Watson, Eng.214 Michael Weinberg, Eng.1 (D) David Weiss, Res.1 Timothy Welty, Sqd.288 Eugene Whelan, Eng.230 Edward White, Eng.230 Mark Whitford, Eng.23 Lt. Glenn Wilkinson, Eng.238 (D) B.C. John Williamson, Bat.6 (D) Capt. David Wooley, Lad.4
Anyone who is eligible to test for promotion in October must
submit a letter of intent and their requirements booklets will all requirements
and JPR’s signed no later than 1700 hours October 1. In addition, personnel
testing for Senior Firefighter must submit a resume.
Promotional testing will be held on the following dates:
Firefighter I & II- Monday, October 7.
Apprentice Engineer & Engineer- Tuesday, October 8
Senior Firefighter- Wednesday, October 9
The written test will begin promptly at 0900 in the Station
24 Training Room. All personnel testing must be in their Class C uniform.
Personnel must bring at least two black ink pens and a calculator. No other
items will be permitted in the training room during testing. The practical
application test will be held after lunch and all personnel will need their
turnout gear. Unexcused absence, tardiness, cheating, or failure to follow any
of the directions in this memo will result in disqualification.
Anyone who is unable to make it to the test dates may request
an alternative date prior to the deadline (1700 hours October 1). If you have
any questions regarding the testing process feel free to call or email me.
This is a brief update on some of our catalog courses: ·2100-14-502, Fire Officer, scheduled to start
10/7 at Ashley River Fire Dept will go---this class is full ·4172-14-502, Fire Instructor II, scheduled to
start 10/7 at City of Charleston Fire Dept will go---this class is full ·1160-14-501, Truck Co, scheduled to start 9/28
at Goose Creek Rural Fire Dept will go---this class is full ·2147-14-501, NIMS ICS, scheduled to start 10/12
at Bluffton Fire Dept will go ·8118-14-501, PPV, scheduled to start 10/12 at
Summerville Fire Dept will go ·2171-14501, Leadership I, scheduled to start
10/19 at Lady’s Island Fire Dept will go ·2155-14-502, Command Sim, scheduled to start
10/22 at Isle of Palms Fire Dept will go---this class is full ·3224-14-501, Arson Detection, scheduled to start
10/29 at St. John’s Fire Dept will go---there are two spaces remaining in this
class ·2151-14-501, HSO, scheduled to start 11/5 at
North Charleston City Hall will go ·1250-14-502, Aerial Ops, scheduled to start
11/15 at Hilton Head Island Fire/Rescue will go---this class is full ·1221-14-501, Pump Ops II, scheduled to start
11/19 at Awendaw Fire Dept will go----there are two spaces remaining in this
class ·2102-14-503, Fire Officer II, scheduled to start
12/9 at City of Charleston Fire Dept will go---there are two spaces remaining
in this class ·2172-14-502, Leadership II, scheduled to start
11/23 at Burton Fire Dept will go
The following catalog classes are in danger of canceling,
due to low enrollment: ·2728-14-501, HMO, scheduled to start 9/28 at
Sheldon Fire Dept ·2102-14-502, Fire Officer II, scheduled to start
11/4 at Beaufort Fire Dept ·1220-14-502, Pump Ops, scheduled to start 10/24
at Sheldon Fire Dept ·2100-14-503, Fire Officer, scheduled to start
11/18 at MCAS Beaufort
A