July 2020 Florida Fire Service Magazine

Photo by Florida Forest Service

THE PUBLICATION

OF THE

FLORIDA FIRE CHIEFS’ ASSOCIATION

July 2020 • VOLUME 28 NUMBER 7

Thank you Fire Chief Michael Regnier and the Sarasota County Fire Department!

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Florida Fire Florida Fire Fire Chiefs’ Florida Fire

Service is the monthly publication of the Chiefs’ Association, provided to Florida Association (FFCA) members, by the Chiefs’ Association.

Florida Fire Chiefs’ Association 221 Pinewood Drive Tallahassee, FL 32303 Phone: (850) 900-5180 Email: info@ffca.org • www.ffca.org FFCA Staff Wm. Ray Colburn - Executive Director & CEO Denise Holley - Office Manager Scott Leisen - Marketing Director Ngoc Huynh - Conference & Events Director Donna Chason - Administrative Assistant Liz Aperauch - Administrative Assistant FFCA Board of Directors Darrel Donatto - President Ty Silcox, MPA - 1st Vice President TBA - 2nd Vice President John Miller - Immediate Past President Douglas Riley - Secretary/Treasurer Ryan H. Crawford - Northwest Region Director Carlos Aviles - Northeast Region Director Terry Wooldridge Jr. - East Central Region Director Julie Downey - Southeast Region Director Ian Kemp - West Central Region Director Michael Murphy - Southwest Region Director Wm. Ray Colburn - Executive Director & CEO Cindy Morgan - Foundation Chair Ronald Parrish, MPA, CFO, EFO - Senior Member

FROM THE SECTIONS Message from the Foundation Chair . . . . . . . . . . . . .6

6 FEATURES

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WORDS ROXANNE! WORDS!. . . . 10 3 Rules for Successful Leadership . . 14 Are You Managing Change? Or is Change Managing You? . . . . . . 16 Failure to Lead in the Fire Service: The

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Consequences of Doing Nothing . 18 Pandemic Puts PIO Deployment Team to the Test ... Sites . . . . . . . 22 Managing Your

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Promotional Process . . . . . . . . . . 28

FURTHERMORE Editorial Submissions magazine@ffca.org (850) 900-5180

Funerals or Parties? . . . . . . . . . . . .12

Advertising Scott Leisen, Editor in Chief scott@ffca.org (386) 717-0055

Fire + Florida Summer = A Hot

Department Spotlight . . . . . . . . . . .20

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Featured Vendor . . . . . . . . . . . . .26

Florida Fire Service July 2020, Volume 28, Number 7 USPS # 016-759

Periodical postage paid in Daytona Beach, Florida, and additional post offices.

POSTMASTER: Send address changes to Florida Fire Service, 221 Pinewood Drive Tallahassee, FL 32303.

Statements of fact and opinion are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of FFCA. Copyright 2020 by the Florida Fire Chiefs’ Association.

All rights reserved. Materials may not be reproduced without written permission.

FLORIDA FIRE SERVICE

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Day of Fire Training . . . . . . . . . .24

Subscription rate for members is $36, which is included in member dues. Archived electronic monthly editions of Florida Fire Service magazine are available at www.ffca.org. Log in as a member and click on the Publications tab.

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Meet the Operations Chief . . . . . . .30 Meet the Fire Training Officer/Instructor . . . . . . . . . . . .30 A Time to Remember . . . . . . . . . . .32 COVID-19 Mobile Testing . . . . . . .34 East Lake Monitors Adult Living Facilities . . . . . . . . . . . . . .36 In brief . . . news from around the state . . . . . . . . . . . . .38 FFCA New Members . . . . . . . . . . .42 Advertisers Index . . . . . . . . . . . . .42

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MESSAGE FROM THE FOUNDATION CHAIR

Cindy Morgan

I

t pains me to know that we will not get to see each other this summer at the Executive Development Conference. It is always such a wonderful time connecting with new and old friends. I look forward to the next time we can be together again!

The Florida Fire Chiefs’ Foundation has had a very busy few months. The Foundation

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partnered with a company called Kaleidoscope. Kaleidoscope simplifies each step in the scholarship process in their all-inone software platform. Applicants apply online and our scholarship committee reviews applications within the platform. This will greatly streamline and speed up our review process. We are very excited to bring a new level of professionalism to our program.

I would like to thank our Scholarship Committee, Susan Cote, Jim White and Ray Colburn for working with me to develop and fine tune our new online process! We have had countless calls, zoom meetings, and emails to bring this to fruition. In addition, this committee reviews all our applications as they come in each week. A big thank you goes out to Susan Cote for chairing our Scholarship committee. Susan spends a great amount of time communicating with applicants and notifying Chiefs that make recommendations. Thank you, Susan! I would also like to thank Jim White who worked diligently to provide the framework for our application, point system and review

process. Thank you, Jim! To date, we have given out eight scholarships to schools such as Valencia School of Public Safety, Broward Fire Academy, Pensacola College, Hillsborough Community College and McFatter Technical College. I would like to thank the following departments for taking the time to meet with applicants personally in 2020 and write letters of recommendation for them: Orlando Fire Department, Davie Fire Rescue, South Walton Fire District, Hillsborough County Fire Rescue, and Palm Beach County Fire Rescue.

Each of you has made a huge difference in the lives of these students.

The link for the online application is now on our website at: www.ffca.org/scholarshipopportunities It can also be found at: https://app.mykaleidoscope.com/scholarship /firefighteremtcommunityscholarship If you have any questions, please reach out to me at 321-438-9185 or cmorgan@ten8fire.com. I pray that you each stay safe and healthy! God bless you all!.

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By Rick Spence, FFCA Chaplain

I

n the 1987 romantic comedy, “Roxanne,” C.D. Bales (Steve Martin) is a fire chief who is smitten with Roxanne (Daryl Hannah). This is a modern take on the classic play “Cyrano de Bergerac,” where Bales does not pursue the woman of his dreams due to his enormous nose. Instead he feeds his words to his shy firefighter, Chris McConnell (Rick Rossovich) in an effort to win Roxanne. In one particular scene, Chris is standing outside Roxanne’s window, when C.D. whispers into Chris’s ear, “I’m afraid of WORDS ROXANNE! WORDS!” Problems begin when Chris mishears C.D.’s words and yells, “I’m afraid of WORMS ROXANNE! WORMS!” How many of us have said things that we should not have and immediately regretted it.

Words are like an arrow, once they have left the bow, they cannot be brought back. My grandfather used to say that God gave us two ears and one mouth, so we should listen twice as much as we talk. As with just about everything in life, the Bible has some guidance for this situation. James is the oldest half brother of Jesus and he did not become a follower of Christ until after Jesus’ resurrection.

In fact, he thought his half brother was crazy, just like any of us would, if we knew someone who claimed to be the Messiah. Is it possible that James may have said some things to Jesus that he may have regretted later? Especially after seeing Jesus put to death on a cross and then rise again three days later! James wrote in chapter 1, starting with verse 19, “let every person be quick to hear, slow to speak and slow to anger, (20) for the anger of man does not produce the righteousness of God.” Imagine the affects on our nation, during this time of unrivaled civil discourse, if people were “quick to hear, slow to speak and slow to

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anger.” Would we have people protesting and rioting in almost every city in the nation?

Would we have so many people angry for so many different reasons? Would we be able to avoid some of the most turbulent times in our nation’s history if more people listened instead of speaking? Our political leaders (from all parties) should be the first one to practice this skill, but I know in our real world, this probably will not happen in my lifetime.

By being quick to hear, we actually take the time to listen and truly hear what the other person is saying (quick to listen). This means NOT thinking about what your response is going to be, but, taking the time to understand and think about what the other person is saying. One thing we must take into account is that whatever the other person is saying, it makes sense to them. Make sure you understand the point the other person is trying to make before you respond. Then take a few seconds to think about your response (slow to speak). If you have empathy (not sympathy) for the other person, you might be able to avoid damaging a relationship. Even if you do not agree, you can still understand the situation of the other person (slow to anger). Take a few minutes to think about a few uncomfortable or even miserable situations you have gotten yourself into by not being quick to hear and slow to speak. We could have avoided countless arguments with our spouse, children, friends or co workers if we had just been slow to speak.

Think about bad decisions that might have been avoided if we had only taken time to listen completely before we responded. I’m pretty sure I might have been a few ranks higher if I had not been so quick to speak, slow to listen and then quick to anger. Verse 20 became prophetic for me, “the anger of man does not

produce the righteousness of God.” I’m pretty sure if someone saw me when I was angry, they definitely did not see the righteousness of God. When I look back at some of the worst decisions I have made in my life, these verses rang true for me. I realize I have damaged and even ended close relationships because of my insistence on proving that I was right and not listening to the other person. I may have won the argument but, I lost the relationship.

This may not ever happen on a national scale but, we can bring this approach back to our homes. While I may never agree with my children’s political or social views, I have learned to give them the opportunity to explain to me why they believe or do not believe a certain way. For too long, I tried to shout them down and loudly attempted to convince them that my way of thinking was the best and only way of thinking. This was not my finest hour and I knew it was something I would have to change. I have since gone back and mended my relationships with my children but, it was only after I was willing to hear and not speak. It was not easy to do. Ephesians 4:29 “Let no corrupting talk come out of your mouths, but only such as is good for building up, as fits the occasion, that it may give grace to those who hear.” My life would p Rick S ence have been so much better if I would have followed the course of these verses. It would • • have been so FF n CA lai p a C h much better to lose the argument and save the relationship. I’m afraid of MY WORDS ROXANNE! MY WORDS!

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Funerals or Parties?

By Joseph A. LaCognata, Chaplain, Fire Rescue Support

T

12

•

•

here’s an unusual verse in the Bible found in Ecclesiastes 7:2.

“Better to spend your time at funerals than at parties. After all, everyone dies—so the living should take this to heart.”

You, especially, should take this to heart because on a regular basis you are involved in matters of life and death.

Sometimes, everything comes together (smooth dispatch, quick response time, skillful work on scene, short transport to hospital) and you are privileged to enjoy the incredible satisfaction of saving a life.

On these days you shine knowing you were made for this. With out a doubt, you are making a difference.

However, at times you are faced with the reality of death. You bring your skill and training, the same as every other day, but are unable to change h A. La C ogna se p ta the outcome. On Jo these days, nothing you do will change the hard truth that people die.

Fir t eR or I’m reminded of escue Supp the scripture that

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formed the basis for The Byrds’ 1965 hit song, “Turn, Turn, Turn.” Ecclesiastes Chapter 3 begins, “There is a time for everything, and a season for every activity under the heavens: a time to be born and a time to die.”

The Bible is full of reminders about the reality of death. Psalm 39:4 sums things up rather well: “Show me, LORD, my life’s end and the number of my days; let me know how fleeting my life is.”

Fleeting. Short-lived. Temporary. Brief.

Passing. So how do we approach life when it seems like death is always staring us in the face?

In a way, you have an advantage. Since you are constantly reminded of the reality of death, you are in a better position to be reminded of the gift of life. Every fatal car crash and each life tragically lost in a house fire have the potential to cause you to have a proper perspective on life. Brief and full of struggle, but also filled with wonder and joy, life is a gift that you’ve been given.

If you are wise, you will take stock of the fleeting nature of your life and choose to live this day differently. Psalm 90:12 says, “Teach us to number our days, that we may

gain a heart of wisdom.” Death can challenge you to fully live the life you’ve been given.

As you think about the way you’ll live today, consider this final thought.

It’s been said, the tragedy of life is not that it ends so soon, but that we wait so long to begin it.

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3 Rules for Successful Leadership

By Robert E. Collins, Division Chief, Hillsborough County Fire Rescue

I

f you were to do a cursory search of leadership using Google search engine you would get a return of more than 2 billion references in less than a minute. With so many references on how to be a leader, how to identify a leader, the best traits of a leader, and how to lead; it is easy to understand why a short discussion on leadership can turn into an endless conversation with many contradictory viewpoints. I am certain that my ideas of leadership may not hold for everyone who reads this article but others may find it insightful and a useful tool for your job toolbox. I will share what I have aptly named my Rules to Successful Leadership. The rules that I follow have been developed over the past 30 years of my career in the military and the fire service; some of the lessons I learned through formal training and others through tough love and experience.

Most dictionaries define leadership as “the action of leading a group of people or organization”, this is a great job description but it lacks the essence of what a leader does

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or is to an organization. Successful leadership is not measured by an individual’s accomplishments but by the success of the group that the individual leads. This can be measured in numerous ways; morale, goals achieved or employee retention to name a few. For me the greatest measure of a successful leader is the impact made on the individual lives that you have been charged with leading. This leads me to my first rule of Successful Leadership.

Rule Number One- Know your people.

This is easier if you have been at the same organization for an extended time and you have worked with many of the personnel that you are now leading. As you climb the career ladder and your level of responsibility increases you will inevitably have to change shifts or work with a different rank of individuals who you are not familiar with.

This is the point at which you must get to know your people. All of the Chiefs and Company Officers I have worked with in the past have had a positive, neutral, or negative

impact on my career and helped form my leadership style. The ones that made the most positive impression were those that took the time to get to know who I am as a person, what motivates me as an employee, and most importantly what my goals were for the future. A genuine interest in getting to know the people you will be leading has benefits for both you and those you are charged with leading. Sincerity is frequently listed as one of the greatest attributes of successful leaders.

You cannot be sincere if you do not know the names of your employees, what motivates them, or what they need to be successful.

Take the time to get to know all your personnel. If you work for a large agency use technology to your advantage, during the COVID era we have all become experts at Zoom and other platforms for meetings and calls. Never become too busy to recognize and have a kind word for your personnel.

Rule Number Two- Pay it forward If you speak to ten Fire Chiefs you will get ten different stories on how they became Fire

Chief of an organization. There is no magic formula that will guarantee you will ever become a Fire Chief but you should always prepare yourself in case that opportunity presents itself. The one thing those ten Fire Chiefs will have in common with their journey is that someone helped them along the way.

My rule number two is simple; help someone achieve their goals and encourage them to fulfill their dreams, that it is never too late to get a promotion, earn a degree or learn a new skill. As leaders, we can never forget that one of our duties is to nurture those that we are leading so that they may grow to their full potential. Someone recognized our potential possibly before we recognized it in our selves. There is a future Fire Chief at your station, on your crew, or in your office. Help that individual as someone helped you in the past.

Rule Number Three- Character My last rule for successful leadership is character. Character is another word for Lead by Example. As a leader, your character will always be challenged for your actions or inactions. You must always place your organization, your coworkers, and the residents of your city above your own goals or opinions. The Fire Service is exactly that; service, sacrifice, and selflessness. A leader’s true character is usually displayed during times of adversity. It is during those times that a leader must be the voice of reason, a leader must not allow their emotions to guide their decisions and a leader must set the example for others to follow. Adversity does not last forever but the way you behave as a leader will always be remembered.

Know your People, Pay it Forward and Lead by Example; are the three rules that have worked for me and I share them with anyone who will listen or seeks my advice. I hope you will share them as well.

Stay Safe and Remain Vigilant.

Robert E. Collins has been a Special Operations Chief at Hillsborough County Florida for 24 years this month. An Air Force Gulf War Veteran, he has a Master’s Degree in Public Administration and holds a CFO certification. He is currently on the IAFC Hazmat Committee, the Co-chair for the Regional Domestic Security Task Force Specialty Response Group, and Program Manager for Florida Task Force 3 USAR team.

Visit us at WWW.FFCA.ORG

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By Dr. Eric Smith, EFO, Assistant Professor of Public Administration, Barry University

T

he French critic, journalist, and novelist, JeanBaptiste Alphonse Karr famously said: “The more things change, the more they stay the same”.

His statement leaves it up to the reader to interpret the meaning of the words. Some might say that Karr was alluding to the notion that successful change is more than simply changing things simply for the sake of change itself. Successful change requires commitment from all stake holders.

Without that commitment, the organization’s culture remains the same, rendering change management a hopeless and useless exercise.

Two well-known fire service axioms are: “The American fire service is 250 years of tradition unimpeded by progress” The second is: “The only thing firefighters hate more than the way things are, is change”. These two statements are an illustrative example of how organizational culture can affect change efforts.

If you are a decision maker in your department, some of the first things you need to ask yourself are: “Does anything actually need to be changed?; How much change is needed?; What time frame will the changes require?; What are going to be the unintended consequences of change?; and finally, who are the important stakeholders and how best can they be utilized in smoothing the way for change efforts?”

Lots of time can be saved and many of the headaches can be avoided by using critical analysis to examine your department from top to bottom.

THIS TAKES TIME! but it is time well spent. No organization is perfect and there are always things that can be done better or more effectively, but there is no need to kill a fly with a shotgun. If your problems are simple, then they will likely require simple solutions.

Everything has a shelf life, and that includes change efforts. Go too quickly and you will likely make things worse than they are presently; go too slowly and people will lose confidence in your ability to institute effective change. There is no magic

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formula for time frames. Determining the pace of change is best done with careful deliberation and using your critical thinking skills to set a reasonable and productive schedule.

With respect to unintended consequences, no change program goes completely according to plan. Effectively managing change requires continuous reassessment of its impact. Keep in mind that there are always unintended consequences. The more variables you control, the less chance for those unintended consequences to prove fatal to your plan.

What ties all these questions together is the organization’s stake holders. You have to satisfy several very divergent groups. You have to sell your change plans to your employees, your bosses, the political leadership group, and then finally, to the ultimate bosses, the taxpayers.

If you are in, or come into, an organization that has been a proponent of comprehensive strategic planning, you likely will only have to tweak and fine-tune what is already in place. However, if you find yourself in an organization with a toxic culture, you are going to have many long days and sleepless nights. In that case, there are steps that you can take to make the change process less onerous.

Change needs to be understood and managed in a way that people can cope effectively. Change can be unsettling and leaders need to be a calming influence in that sea of change. Additionally, it is important to know that change initiatives are driven from the top of the organization down, rather than from the bottom up. Even though you, as a senior manager, may be very confident in the value of your proposed changes, don’t assume that confidence and buy in is going to flow downward throughout the organization. You must be very sure that your middle managers support your change vision. If not, your change efforts may be torpedoed by a lackluster effort from your middle managers in selling the change program to the

rank-and-file.

The importance of communication and feedback in change management cannot be over stated. Just because you think your change management strategy is the right way to go does not necessarily mean that it is. As your vision trickles down throughout the organization, ask people to tell you why your ideas won’t work. If subordinates can shoot holes in your change vision, then it’s time for a new vision.

Stay far away from using expressions like “changing the mindset, or attitude of employees”.

These expressions imply that employees are at fault when changes become necessary. However, this is never the case. If employees are not performing organizational tasks effectively, then the organization has the wrong mindset, not the employees.

Although change is a rational method of maintaining or improving organizational performance, it often has emotional impacts on the people most affected. Not only do organizations have expectations on employee performance, employees have expectations of what the organization should provide for them. The more you understand people’s needs, and take those needs into account, the better you will be able to manage change.

E ri c S m i t h Change management is often necessary and is never easy. This is especially true when large scale change is needed.

However, comprehensive • • Ba strategic planning, flexibilirr y U n i v e r sit y ty, and two-way communication and feedback lines can make it much more productive and much less unpleasant. Recognizing the potential mine fields associated with change management programs, and developing strategies to avoid or minimize the problems, will make change more palatable to everyone.

Failure to Lead in the Fire Service: The Consequences of Doing Nothing

By Bruce Bjorge

Firefighter Rick Willard is a newly promoted driver/operator with the Springview Fire Department Engine Company 5. Although he’s only been driving the engine for a few shifts, Firefighter Willard is already demonstrating aggressive driving tactics. En route to calls, he drives above the posted speed limit and doesn’t always come to a complete stop at stop signs and red lights.

Captain Anne Bieber has also observed Firefighter Willard making aggressive comments and gestures at other drivers.

Responding to a structure fire, Battalion Chief Angel Herrera finds himself just behind Engine 5. He observes Firefighter Willard weaving rapidly in between traffic and moving through a red light after slowing only slightly. Arriving on scene, BC Herrera passes Captain Bieber on his way to the command post. “Rick’s driving like an idiot,” BC Herrera says. “You should probably say something to him.”

Two weeks later, Engine 5 is again dispatched to a structure fire with Firefighter Willard behind the wheel.

Moving through an intersection, the apparatus is involved in a motor vehicle crash with another vehicle that results in a civilian fatality.

This is, of course, a fictional scenario. But a similar situation can happen to any fire service organization at any time. For sure, Firefighter Willard bears responsibility for engaging in reckless, risky driving. But his behavior was observed by two supervisors over a period of weeks or months. Their failure to lead is at the heart of this tragedy.

What Causes Failure to Lead?

As the company officer, Captain Bieber was responsible for knowing the department’s policy on driving, recognizing behavior not in compliance with policy, and taking actions to get that behavior back in alignment with department expectations. That did not happen.

Battalion Chief Herrera’s responsibilities are no different—the scope of his supervision is simply bigger. Yet he, too, failed to lead.

Unfortunately, such behavior is all too common in the fire service. Sometimes, the failure to lead is situational—an officer may be having a bad day or might be sick or fatigued.

On a deeper level, however, leading is uncomfortable. It requires us to ask ourselves 18

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whether we’re really doing everything we’re supposed to be doing—and sometimes the answer is difficult to face. As a result, we’re not sure what decision to make so we don’t make one at all.

It’s important to distinguish between failure to lead and ineffective leadership. Poor leaders are still moving the organization in the right direction—perhaps not quickly enough or with the needed intensity, but still moving forward.

Failure to lead is moving backward, because in high-risk industries like the fire service, there is no sitting still. Failure to act moves the organization and its personnel backward.

Three main factors contribute to the fire service leadership failure: 1. Lack of mentoring before the supervisor promoted to a leadership position. Put simply, no one showed them how to lead. It’s a lot easier to replicate the needed behavior when you’ve seen it in action.

2. Wrong people in leadership positions.

Firefighters who are “book smart” and can pass written tests and promote quickly may lack practical skills needed to take decisive action on the fireground. Since most departments are responding to fewer fires, it takes longer to expose the deficiency, and by the time it is obvious, the ability to reassign them may have passed.

3. Burnout. Sometimes, failure to lead is seen even in excellent supervisors who are can-do people with a track record of turning problem personnel around and fixing problems. This reputation sometimes leads to them being assigned more and more problems, until they become burned out and give up. We see this even at the chief level, with chiefs who have been beaten up by the city council one too many times or endured one too many rounds of budget cuts and station closings. At one time they led, but now they’re just getting by.

In our scenario, any of these three factors could apply. If Captain Bieber never had a strong supervisor who demonstrated effective ways to correct behavior, she may recognize the problem but lack the knowledge of how to step

in and stop Firefighter Willard’s reckless driving. On the other hand, perhaps Captain Bieber simply isn’t suited for a supervisory position—she fails to recognize the problem or even if she does, she is not willing to make the right call. Or, perhaps this is Captain Bieber’s third assignment this year. She keeps getting sent to new stations to solve problems and she’s over it. We could run through these same possibilities for BC Herrera.

Consequences of the Failure to Lead Fire service leadership failure has consequences that start with the particular situation and spiral out from there.

In our scenario, the most obvious consequences are physical. A civilian was killed; firefighters might be injured; those involved in the crash may experience mental trauma. But the consequences extend beyond physical.

There are “political” consequences, too— Firefighter Willard might lose his job, Captain Bieber or BC Herrera may be disciplined or demoted, and the department’s reputation may suffer. And finally, there will almost certainly be a lawsuit, which is guaranteed to be expensive since the crash involved a fatality. If the city is self-insured, the money for the suit will come out of the city’s general revenue, which means fewer resources overall. The city might have to postpone raises for all city workers for a few years, for example. There’s a host of consequences we hardly ever consider when thinking of the incident itself.

But even more dangerous is when a failure of leadership permeates the organization, becoming the norm rather than the exception limited to a specific incident. Then, additional consequences arise, including: • Increase in firefighter injuries and risk of line-of-duty death. Strong leadership is needed to keep firefighters safe. Fire and EMS work is inherently risky, but when supervisors are reluctant to make decisions, the risk is exacerbated.

• Poor morale. Lack of fire service leadership means personnel don’t understand the “why” of the work they do. Leaders must

articulate the mission in a way that’s easy to understand and get behind.

When they fail to do so, personnel will lose enthusiasm for the work they do as well as the perseverance needed to get through long, challenging shifts.

• Going rogue. Fire chiefs complain about firefighters having a “rogue mentality,” coming off as rebellious or going against the organization mission. In fact, such behavior is often the result of a lack of strong leadership. “Rogue” firefighters often have the best intentions and are driven to do the right thing, but no one is showing them the path—so they do their own thing. Even in organizations with strong leadership, there will be employees who operate outside the organization culture. But they will be fewer and have less impact.

• “Raising” the next generation of poor leaders. Leaders cannot grow and develop in a culture that lacks leadership. As new leaders move up in the organization, they are likely to replicate the problem. Often the only way to break the cycle is to bring in leadership from outside the organization to shake things up.

Creating a Positive Leadership Culture So how do we fight the scourge of fire service leadership failure? On an organizational level, it involves empowering employees and encouraging them to have a stake in the overall mission. Perhaps counterintuitively, this means setting high expectations—for firefighters and for officers.

At the same time, the organization must support personnel as they move up. We can’t simply set a high bar and then sit back and watch the firefighter fling themselves repeatedly at the bar, trying to clear it. We must provide professional development resources at all levels, from probie to fire chief, which includes identifying educational opportunities and skills proficiencies. This program should include opportunities to work out of grade and participate in the next level up before being promoted so the organization has a better feel for whether someone is suited for the position.

On an individual level, fighting the failure to lead means you must take the time to care. Our people are our best resources, but too often our actions don’t support that. Don’t say it, do it. Invest in your people. Care about them, ask them what’s going on, get to know them. Equally important, know your organization’s policies. What does your organization expect? When you see people operating outside those expectations, get them on track using passive or active discipline. This doesn’t mean writing up a firefighter for a minor first offense, but it does mean doing something to change the behavior.

Leadership requires courage. Imagine you’re standing on a railroad track and you start to see the glimmer of a headlight in the distance. Do you have the courage to step out of the way? In so many cases this is not hard. It requires knowing what to do, a little bit of discipline, and caring enough to do the right thing. And every day you don’t do something is one day closer to tragedy.

Bruce Bjorge’s fire service career includes more than 34 years of experience in command and training positions with career, combination, volunteer and military fire agencies. Currently, he is the Aircraft Rescue Fire Fighting (ARFF) Specialist for the University of Missouri Fire & Rescue Training Institute where he manages their Mobile ARFF and other live-fire training programs. He is also a Training Developer for Lexipol. Previously Bruce served in multiple roles including seven years as the Assistant Chief of Training for the Western Taney County Fire Protection District in Branson, Mo. He holds Training Officer and 1403 Live Fire Fixed Facility Instructor credentials from the International Society of Fire Service Instructors and is a graduate of the National Fire Academy’s Training Program Management course. Bruce has been an active instructor and evaluator for the past 28 years and is a regular presenter at state, regional, and national conferences and training events.

Visit us at WWW.FFCA.ORG

19

T

he Fort Myers Fire Department (FMFD) was formed in May 1901, following a series of large fires in the downtown area. The day after it was formed, the new volunteer fire department responded to its first structure fire.

Battling a house fire with hand-conveyed buckets, the firefighters were unable to save the home, however, they prevented the spread of fire to other buildings. Realizing that bucketbrigades were no match for large fires, the department bought its first fire engine, a used button-hand pumper in August 1901. By 1905, City Council was paying the volunteer fire department $10 for each fire extinguished and had purchased a new hand drawn fire engine with a 12-horsepower gasoline fire pump. The engine faced its first test in 1914, when the Lee County Packing House and the steam ship Thomas A. Edison were destroyed by fire. In June, a side-wheel steamer, a large warehouse, and a pier were destroyed. Later that year, two hotels and six other buildings were destroyed by a wind-driven fire. This series of fires alarmed the City Council who quickly voted to purchase the city’s first motor driven fire engine. On September 13, 1920, the city appointed its first paid fire chief and authorized him to hire six full-time firefighters, at the monthly wage of $10 per month. In 1922, the city installed a Gamewell Fire Alarm System and placed 20 call boxes around the city.

Now, FMFD serves nearly 80,000 city residents within a 50-square mile area, providing critical fire suppression, advanced life support, and marine emergency response services. In addition, FMFD is the Region 6 lead response team for hazardous materials incidents within Lee County and neighboring counties. “I’m proud to know the City of Fort Myers Fire Department exceeds the expectations of residents, city stewards, business

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owners and visitors. Our firefighting staff stands every day on the tenants of “Humility, Humanity and Heroism” unified around the values of respect, commitment, compassion and integrity,” said Fire Chief Tracy McMillion.

The Fort Myers Fire Department has embarked on a journey to be internationally accredited through the Center for Public Safety Excellence and the Commission on Fire Accreditation International. Accreditation is often described as being community-focused, data-driven, outcome-focused, strategic-minded, well organized, properly equipped, and properly staffed and trained. The process will take several years but the results will be institutionalized. FMFD aims to become nationally accredited and build a premier agency that is recognized as a leader in the use of technology and the model for providing exceptional customer service. The Fort Myers Fire Department’s vision is to meet the communities’ needs and exceed expectations through exceptional emergency response, life safety, and community support.

During a meeting with the senior staff, they were asked staff what it means to be a part of the FMFD. George Camargo, who is the Division Chief of Operations and Training said, “Being a part of the Fort Myers Fire Department has taught me so much, especially how to be a man. I was only 22 when I started with FMFD and I had to grow up quick. With help from older staff members, I was able to develop professionally and personally.”

Camargo was the first Hispanic senior staff member. He comes from a line of firefighters with his grandfather having served as a fireman in Panama. FMFD prides itself on its diverse workforce. Tracy McMillion is also the first African American fire chief the City of Fort Myers has ever had. McMillion started his fire

service career in Fort Myers in 1996 and ended up leaving in 2003. He moved to the IonaMcGregor Fire District and rose through the ranks to division chief of training, a dream of his. “Once I got up there, I was like OK, is there more?'” he said. “'Is there more in me?'” He moved back to FMFD in March of 2019 and was immediately named Deputy Chief. McMillion said he knew there was a possibility of becoming fire chief, but never would expect it to happen so soon. But, he was named interim fire chief in November 2019 after John Caufield resigned. On December 20, 2019, he was surprised by Fort Myers City Manager Saeed Kazemi and Human Resources Director Ellen Clyatt with the news that he would be the permanent fire chief.

The Fort Myers Fire Department has a unique, family culture. From celebrating birthdays and other holidays, to eating dinner together every night, to Chief McMillion wearing different socks every day to add a little fun to the workplace, “FMFD is a great place to work,” says staff member Zuzana Gehris. “It doesn’t feel like work when I’m here. I can’t believe I get paid to have fun.” James Hayden, who is the Deputy Chief of Administration says, “It doesn't matter what your background is because they will accept you no matter what. I came to FMFD as one of the older members and had already experienced life. I always felt accepted, even though I was one of the oldest. I was able to mentor some of the younger staff members, too, which really made me feel like I mattered.” The Fort Myers Fire Department still strives every day to create a diverse and enthusiastic workplace. FMFD always provides efficient and effective services to the community to preserve life, protect property, prevent harm, and promote excellence.

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By Mike Jachles, MPIO, FFCA PIO Section chair

W

hen the call was received to deploy public information officers (PIOs) at the end of March to support the rollout of three COVID-19 Test Sites, it was pretty straightforward. One PIO would staff each of three, mega-test sites – TIAA Bank Field in Jacksonville, Hard Rock Stadium in Miami-Dade County and the Orange County Convention Center in Orlando. Four and a half months later, 12-plus mega test sites later, and countless PIOs later, we continue to support the Florida Division of Emergency Management’s mission as the pandemic still evolves and is anything but straightforward. What is straightforward is the framework on which the deployment team is structured, with the end result ensuring that communication needs are met and appropriate.

The first weeks of the deployment utilized PIOs from sheriff’s offices, fire rescue departments and even the Food and Drug Administration. Nightly statewide coordinating calls were initiated to coordinate with ESF-14 at the State EOC. The calls quickly grew from test site-specific issues (reporting daily totals, 22

FLORIDA FIRE SERVICE

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messaging coordination and lessons learned) to facilitating the demand for larger scale coordination and information sharing among PIOs from all over the state and country. With dozens participating nightly, the roster included local, state and federal PIOs and became a proverbial alphabet soup of agencies – HHS, FDA, CBP, USCG, TSA, FEMA, USFA, and many more. As the topics broadened, the calls were split into two back-to-back calls – a 7 p.m. call just for test site coordination, then a 7:15 p.m. call which was a virtual joint information

center call. As events evolved, the call frequency was modified and now, one statewide call is held every Monday at 7 p.m., with the caveat that additional calls are added as events dictate.

When the civil unrest surfaced, regional and statewide calls were scheduled to coordinate with law enforcement and local PIOs to plan for protests and rallies that crossed jurisdictional boundaries. Meanwhile, as the test sites have grown and PIOs have become scarce, we’ve tapped into local PIOs whose jurisdictions’ either host the sites or are in close proximity to

provide backup.

The messaging for the test sites has been challenging. In March, when HHS was limiting the numbers of daily tests, it was for people with symptoms or first responders and healthcare workers that could be tested. As the sites transitioned from federal to state-run and the supply chain was replenished, the criteria changed to include anyone 18 and over that could be tested, with daily limits on the total.

Antibody testing was added, initially just for first responders and healthcare workers, then expanded to the general population with a daily allotment. Coupled with the fact that each site has different criteria – some are drive-thru, walk-up, a combination of both, some require

appointments, some don’t, some require preregistration, some operate seven days a week, some don’t, some test children, certain ages, some don’t – you get where this is going. How do you message this in an understandable manner during a crisis, when it’s not a one-sizefits-all message? It’s not easy as the need for factual information grows. The PIO has a responsibility to verify all information before pushing it out. A little bit of misinformation can cause a lot of problems, especially during a disaster. Now for the training pitch. The PIOs who’ve taken any of the FEMA PIO training should be familiar with the eight-step strategic communications model. It ensures that the goal of the PIO is fulfilled – getting the RIGHT

information to the RIGHT people at the RIGHT time, so they’re empowered to make the RIGHT decisions. It’s simple in concept, yet a common public information fail.

The Florida Association of PIOs Twitter feed has become the go-to for updates on the state test sites. While we’re not soliciting an audience, our followers have doubled to over 7,000 in just a few weeks. We’ve received feedback and comments confirming that we’re serving a purpose – informing the public and meeting another need during a crisis – being responsive. Looking ahead, we’ve already addressed challenges of the pandemic and looming hurricane season, and how to adapt our response and messaging. Perhaps the most pressing issue for the PIO is how to clearly message while there are two phases of the disaster occurring simultaneously - response and recovery. And with an active hurricane season looking at us squarely in the face, what was once simple is now complex.

Visit us at WWW.FFCA.ORG

23

Fire + Florida Summer = A Hot Day of Fire Training

By Madison Heid, Community Outreach Coordinator

N

orth Port Fire Rescue crews were out at the Sabal Trace clubhouse for the now defunct golf course for some live fire training before igniting the building in a final hurrah.

NPFR used the building for training purposes for the past several years. This provided a great training experience in live fire for our newer personnel. Shout-out to Peace River K9 Search and Rescue Association Inc. for providing a recovery area for our crews, and to Nokomis Fire Department and North Port Police Department for their assistance throughout the burn.

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July 2020

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Henry Schein operates through a centralized and automated distribution network, with a selection of more than 120,000 branded products and Henry Schein private-brand products in stock, as well as more than 180,000 additional products available as special-order items.

A FORTUNE 500 Company and a member of the S&P 500ÂŽ index, Henry Schein is headquartered in Melville, NY, and has operations or affiliates in 31 countries. The Company's sales from continuing operations reached $10.0 billion in 2019 and have grown at a compound annual rate of approximately 13 percent since Henry Schein became a public company in 1995.

For more information, visit Henry Schein at www.henryschein.com/ems Facebook.com/HenrySchein, and @HenrySchein on Twitter.

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Managing Your Promotional Process Part 1 - What Could Go Wrong?

By Dave Casey

W

HAT COULD GO WRONG? Do a Google or other search for “fire department promotional test problem” and you will get roughly 17,400,000 results! Revise that to “fire department promotional test legal challenge” and you will get around 31,600,000 results.

A couple examples to underscore just the legal and associated financial consideration: 1. A large American fire department north of us (of course we are in Florida - so they all are north of us) had a candidate sue the agency based on the “Failure to properly notify candidates of test processes and procedures” also claiming the exam was not proctored by adequately trained raters, and racial bias. The plaintiff had previously failed the exam process, and in this case the plaintiff dropped out of the process when advised they had failed the written examination. The candidate could still have completed the practical exercises without a chance or passing the process. The candidate claimed that the other candidates that participated gained further information that was beneficial to future testing. The court did not find racial bias, but the candidate was awarded 30+ years of the pay differential they would have received. Settlement and costs were close to $800,000. Separate from the 28

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settlement, the candidate was successful in the next promotional process and was promoted to Driver/Operator.1 2. Promotional Paralysis -10 years: A Midwest city fire department had a 10-year delay in conducting promotional exams due claims of racial discrimination (against black people for Lieutenants, against white people for Captain)2 The delay was due to the litigation and the city's hesitance to develop a court-ordered promotional test. At one point the city of almost 200,000 had only two chief fire officers in the department. 23 firefighters received a total $1.04 million in back pay and interest. This did not include legal fees.3 3. Promotional Paralysis – 14 years: Our brothers in blue beat our promotional paralysis benchmark with the never-ending court battle.

In the upper southeast, 35 plaintiffs sued their Police Department and initially got a court ruling that affirmed the test was biased. 14 years after the testing, the ruling was overturned, and the court ruled the test was not discriminatory.

Still in limbo – do the personnel that received damages owe it back to the city, same with the legal fees paid?4 4. Way west on the other side of the country, 15 plaintiffs sued their employer over several issues, one being violation of the state’s age

discrimination laws with the claim the process discriminated against the more mature personnel participating. Further, the longstanding promotional process was changed 30 days prior to the exam date from oral to written. A claim was the younger personnel had an unfair advantage because of their mandatory medical rescue time and the report writing duties that came with that, along with taking written exams with extensive writing assignments during their training. Another argument was the mandatory medical rescue time actually provided less fireground experience to the candidates. The City also removed seniority points, providing further advantage to the younger personnel. The jury awarded back pay to the time of the exam, and $108,000 for emotional distress to each of the 15, for a total of $3.7 million.5 5. In our state, the EEOC sued the Union Local claiming the union has “advocated for, acquiesced in, and in fact negotiated in favor of a promotional process that has had an adverse impact on black candidates”. The EEOC's lawsuit against the union was a companion case to the lawsuit filed by the U.S. Department of Justice against the city, which alleged that the city's promotional practices for various positions in the Fire and Rescue Department violated

Title VII of the Civil Rights Act of 1964's prohibition against race discrimination. The EEOC said the union continued doing so after receiving an EEOC Commissioner's discrimination charge against the union in February 2008. The city agreed that it would develop a new promotional examination for the selection of certain positions in the Fire and Rescue Department. In addition, the city will offer up to 40 settlement promotion positions for qualified African-Americans and will establish a $4.9 million settlement fund for eligible promotion candidates.6 A quick disclaimer or clarification, while I cite certain cases that are applicable, I am not a lawyer (not that there is anything wrong with that).

WHAT COULD GO WRONG? When there is a mistake made by the testing firm, or the department, Human Resources, or other involved parties, there normally is damage.

Damage can be in many different forms, and normally several of the below will be involved.

Challenges - that the process was somehow unfair, that scoring may been unduly subjective or otherwise incorrect, written questions did not reflect the source content properly or were inadequately written (poor or confusing wording, more than one correct response or no response totally correct, etc.). Challenges can also arise from “surprises” that come from unexpected procedures or processes or inadequate candidate information during the process or even in the announcements.

Grievances - A grievance is a violation of a specific provision of the collective bargaining agreement. It can also be a violation of an established past practice, of federal or state law or standards, of city (county, etc.) or finally local government/agency policies and/or civil service rules.7 Because something goes wrong in the opinion of a candidate, it is not necessarily “grievable”.

Perception or claims of improprieties (shared info, unsecured info, etc.) - stories abound (some true) of candidates obtaining test questions or intel about their promotional processes. This can be intentional or accidental.

Copies of questions or even the actual exam left unsecured, overheard radio traffic during tactical events, candidates sharing information after exercises during a process, and where academy instructors were able to observe testing for their agency, in some cases that they would take. And the old-fashioned hiding notes in the restroom then asking for a “bathroom break” during the test. Cheating with electronics isn’t new anymore and as technology advances so will methods to cheat. For an interesting read about “Bluetooth” cheating, see “Garland accuses former fire administrators of cheating

on tests” at https://www.dallasnews.com/news/2014/03/14 /garland-accuses-former-fire-administrators-ofcheating-on-tests/).

Disparate impact discrimination – (29CFR Part 1607) Procedure having adverse impact constitutes discrimination unless justified.

“Adverse impact and the ‘four-fifths rule.’ A selection rate for any race, sex, or ethnic group which is less than fourfifths (4/5) (or eighty percent) of the rate for the group with the highest rate will generally be regarded by the Federal enforcement agencies as evidence of adverse impact,..”(1607.4.D) Employers must maintain records of candidates by racial, gender or ethnic lines so they can check for “disparate impact”. Disparate impact does not need to be intentional.8 If the four/fifths rule is violated, it is the employer’s responsibility to prove the item(s) in question were “job related for the position in question and consistent with business necessity.” There are many articles, books, and rulings on this topic that can be complex.

Litigation and Legal Expenses - all of the aforementioned can incur legal expenses and litigation.

Delays (even Promotional Paralysis) challenges, grievances and especially issues that go to legal proceedings will cause considerable delays.

Harm to Public Opinion - headlines of multimillion-dollar settlements, court findings against agencies and even just claims of processes with errors or issues can hurt the reputation of the department and city, county, or district. Community members of an effected class or group in a discrimination suit will most likely change their opinion of the agency and its leadership.

Harm to Morale - there can be many aspects to this. Frustration and even anger can come with the delays for personnel that studied and were prepared; harsh feelings towards those that filed grievances or legal challenges, likewise towards the testing vendor and fire department administration.

Trust is Damaged - problems with the process and delays and expense encountered will damage trust • Labor/Management – the comfort and expectations of each can be destroyed very quickly • Between municipal departments – conflicting opinions and responsibilities • Between the test provider and the candidates – the candidates may feel that there was an attempt to “trick them” or otherwise unfairly score them.

• Between the test provider and fire/municipal administration – any conflicts

will cause a strain on the relationship between the two.

Labor/Management Cooperation can be damaged. Union Local leadership can find themselves put in the unenviable role of having members with opposing interests and opinions.

Can Strain Friendships – nothing like helping a friend in another department and winding up in protracted meetings and hearing to put a damper on friendships. Likewise, being the person in charge of a department’s testing and having friends test can put in an awkward position, especially if there are claims of leaked information.

Next time we will go over: AGENCY PREPARATION FOR PROMOTIONAL PROCESSES • Purpose • Notice/timeframe • Study Resources • Collective Bargaining Agreement/Civil Service Rules • Internal versus external provider • Selecting a provider Questions, comments, or war stories? Please contact me at Dave@ascendleadershipllc.com, Dave Casey is a managing partner at Ascend Leadership, a promotional testing and officer development training provider. Dave retired as the Superintendent of the Florida State Fire College and later was also the Director of the Louisiana State University’s Fire & Emergency Training Institute, combined overseeing firefighter training and certification testing for over 10 years. He served as Clay County’s Fire Chief for 11 years and as the Northeast Director for FFCA. References 1 www.alaskapublic.org/2017/12/19/anchorage-firefighterwins-nearly-780000-in-lawsuit-against-city/ 2 www.firelawblog.com/2015/12/02/akron-fires-promotionalparalysis-case-settled/ and www.cleveland.com/akron/2015/12/akron_in_settlement_talks_ over.html 3 www.cleveland.com/akron/2015/12/akron_in_settlement_ talks_over.html 4 ww.commercialappeal.com/story/news/courts/2016/08/08/ city-memphis-police-officers-settle-longrunning-promotionslawsuit/90574786/ 5 www.firelawblog.com/2013/10/31/san-francisco-fd-hit-with3-7-million-age-discrimination-verdict/ 6 www.eeoc.gov/newsroom/city-jacksonville-agrees-pay-49million-settle-class-race-discrimination-lawsuit 7 www.iaff.org/wpcontent/uploads/Strategic_Initiative/39129_ Stewards-compressed.pdf 8 www.govinfo.gov/app/details/CFR-2009-title29-vol4/CFR2009-title29-vol4-part1607

Visit us at WWW.FFCA.ORG

29

Meet

the

Operations Chief John Whalen, Deputy Chief of Operations, Coral Springs-Parkland Fire Department

Fire Service Tenure: 26 years Career Journey: Started as a volunteer firefighter for Palm Beach County Fire Rescue Volunteer Battalion, applied at Coral Springs in 1996 and was hired as a Firefighter/Paramedic. Promoted to Shift Supervisor in 1998, Assistant Chief of Special Operations/EMS in 2000, Promoted to Deputy Chief of Operations in 2020.

Form of Government: Municipality

Sources of Funding for Jurisdiction: Ad-valorem taxes and fire assessment fees Population served including square miles covered: We serve approximately 162,000 people over 25.5 square miles in the cities of Coral Springs and Parkland.

Composition of Department: 100% Career with administration, training, special operations, CRR, and Fire Academy Department Equipment: Our front-line apparatus includes one 100” Platform, one 107” Ladder, five pumper trucks, and eight Rescues. Our reserves include one Quint, 3 pumpers, and 3 rescues.

Our department also has a tanker, an air truck, 2 dive boats, 2 EMS detail carts, a Pub Ed van, “Sparky’s House” safety trailer, numerous staff pickups and SUVs, and a parade truck.

At our training facility, the Coral Springs Regional Institute of Public Safety, we have one 30

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Ladder, 4 pumpers, one Rescue, and a driving simulator.

We are proud that all of our frontline apparatus has either been designed with the Clean Cab Concept or has been retrofitted to Clean Cab standards. Additionally, all our spare engines have been CC retrofitted as well.

Several of our staff vehicles are also Clean Cab compliant, and we are continuing to retrofit the others, or replace with CC compliant pickup trucks as units are replaced.

Call Summary: In FY 2019, the department responded to 15,415 total calls What is the most challenging issue facing your department today?

Aside from the current COVID-19 pandemic which every organization in the United States is dealing with, I believe the most challenging issue facing the United States Fire service is Behavioral Health and Mental Wellness of our workforce. Never before in the history of the fire service has there been such a glaring crisis as we are seeing nationwide with high incidence of firefighter suicide, substance abuse, and mental health issues. We are only now beginning to unearth the problem and bring it to the forefront of our priorities as a service.

Describe your management style.

I would describe my management style as “a coat of many colors” or multiple styles that fit the situation. I have never believed in a singular form of leadership or management (these two things can mean very different things) style. My approach has always been to “read the room” so to speak, know your audience and the great many different personalities that one can and will deal with in a position of leadership or management. Oftentimes I may have to be autocratic and simply make a decision, other times I will be democratic in my decisionmaking process and invite the entire team to have a voice and input and more often than not, will take that advice or input and put it into use in a decision. And finally, sometimes I am prone to be a “laissez-faire” type leader. This means I tend to let folks do their jobs and not get it in the way, but I am always available for guidance and mentorship should they need it.

Does your department have a formal, long-range strategic plan?

The Coral Springs-Parkland Fire Department does have a long-range formal strategic plan that is updated on a regular basis.

How have current economic times impacted your department?

Until very recently our local economy has been very strong and coupled with the longterm strategy of the City of Coral Springs Office of Budget and Strategy, the Coral SpringsParkland Fire Department is poised to remain financially stable and prepared for the future.

Our budgeting and forecast team projects our finances out for several years and includes equipment, apparatus, vehicles, and personnel.

This strategy has been extremely valuable to our organization for several years and has allowed to us to stay on the forefront of equipment, personnel, and capital improvement projects.

We are continuously updating and monitoring the economic environment that we are currently in and adjusting our financial strategy accordingly.

What challenges do you see facing the fire service today?

Aside from the aforementioned issue of Mental Wellness in the Fire Service, another major challenge I see moving forward is recruitment of the next generation of firefighters both locally and nationally. Today’s generation more than any other in recent memory are highly educated, have a high requirement for information and are technologically advanced. These challenges require Fire Departments to change the way they recruit and the way we do business on a day to day basis. Today’s firefighters expect a high level of information, a technology based working environment which included training, staffing, and equipment. The Fire Service as a whole needs to grow in this area while still maintaining our heritage and history. Now more than ever fire service leaders need to be willing to grow outside of their comfort zone when it comes to advancements and change to the status quo of “that’s the way we have always done it”. Today’s firefighters have great ideas when it comes to the use of technology and social media and we have to be willing to listen and adapt.

What do you look for in a new recruit?

I have always viewed the hiring of the next generation of firefighters as though we were hiring the next Fire Chief, Deputy Chief, or Chief level officer. Every person that is brought into the family of the Fire Service should be evaluated and looked at as if they were the very future of the organization, because they are. We

should never look at a new recruit as just another firefighter that will spend upwards of 30 years riding backwards and collecting a paycheck or filling a vacant space. I am looking at the future when I am selecting a new recruit and take it seriously. We look at character, leadership qualities, integrity, and several other things that are often hard to “see” during a hiring process. Getting away from the standard basic hiring questions and really getting to know the recruits to the best of our ability has helped us guide each generation of firefighters toward a rewarding and happy career of service.

How do you view training?

Obviously, training is a critical part of the Fire Service and when training is lacking it is usually painfully obvious to just about everyone, but critically it can be not only obvious to those outside the first responder community but more importantly the customers we serve on a daily basis. Lack of appropriate training is not only dangerous to our customers and citizens but to ourselves as well. On the other side of that coin is “what” is considered valuable, usable training. The way that I look at each training topic is this; 1. What is the value of the training to the personnel? 2. Who will benefit from this training (Customers, members, etc.)? 3. How is the training being presented? When these questions are asked and answered appropriately then the value of training can be quantified. It is my opinion that oftentimes we are producing training just for the sake of conducting training that has very little to no actual value to the community or the members and therefore the time used to conduct this type of “training” could be better utilized improving on skills we do not get to use for long periods of time. Pulling hose, catching hydrants, packing hose, thermal imaging as a practical tool, search and rescue, ventilation, the list goes on and on. Doing these skills once a year will not make us proficient and safe in its execution when the time comes to need them.

Do you have a close working relationship with your neighboring departments?

There are 22 Fire Service agencies in the county that I work in, we are very fortunate to have an amazing working relationship with not only our neighboring agencies but County and Tri-County wide as well.

Our immediately adjacent departments are essentially a part of our department and us to them as well. We run calls together, we train together, and we interact with each other on a regular basis. We are fortunate enough to operate our own Fire Academy in our City and therefore provide a training location for our surrounding agencies from multiple counties and cities. As the Fire Service advances and becomes more efficient and leaner, agencies need to develop strategic plans that include interoperability and the sharing of resources to the best of our ability. This is not only fiscally responsible to our communities, but it creates a working relationship that when truly needed will be prepared to work together as a team. This was no more evident than during the Marjory Stoneman Douglas (MSD) tragedy where we worked hand in hand with a majority of our local and tricounty organizations to provide the best service we could provide.

What’s the future for the fire service as you see it?

The people. The people are the future of the fire service and those people have a choice, they can continue to grow the service and be willing to change with the times and lead the nation’s first responders into a great but different future or they can try to keep things “as they always have been” and most likely get passed by or overrun. For those of us that have had our time and for those that are nearing the end of a hopefully rewarding and selfless career, it is our responsibility to pass on the traditions, the selflessness, and the sense of worth and belonging to something bigger than ourselves to the future leaders of the Fire Service and hopefully they will do the same.

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A Time to Remember

By J. Marvin Hart, Retired Chief Officer

W

r

hile returning home one evening I passed a fire station and noticed two firefighters preparing to take down the American Flag from the pole. As I watched one firefighter slowly pull on the halyard lowering the flag in the most respectful way, thoughts of Europe, the Middle East and South East Asia crossed my mind and settled somewhere between Arlington and the Tomb of the Unknown Soldier. When the flag was within arms-reach, the n Mar vi Hart other firefighter reached up and grasped the edge of our colors to ensure no portion of the flag touched Re e the ground. tir e c i f d C hief O f Together, one carefully 32

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gathered the flag in both arms while the other unclipped both hooks. The halyard was secured and together they slowly stretched out the flag and prepared to fold it as though it were a ceremony and it was, a demonstration for every man and women who had served our country, for those who had been wounded and for those who had paid the ultimate sacrifice for our freedom.

This month we celebrated 244 years of independence and the trail of blood from the sacrifices that have been made for freedom under that same flag held high during the American Revolution, the Civil War, World War I & II, the Korean War, the Cold War, Vietnam and the desert sands of the Middle East and South East Asia lead to the base of every flag pole in America where we are given the opportunity to pause and remember who

we really are and why we are here.

Perhaps it would be in our own best interest if we remembered what our flag stands for: • The stars represent the states that are “United”.

• The blue field behind the stars represent Vigilance, Perseverance and Justice • The stripes represent the original thirteen colonies • The Red stripes represent Stability and Valor • The White stripes represent purity and innocence.

By tradition and not by pomp or circumstance, the U.S. Military has developed a meaning for every fold in the American flag at the end of a ceremony whether it be on

Flag Day, Memorial Day, July 4th, Veteran’s Day or a military funeral and this is what each fold represents; 1. The 1st fold is a symbol of life 2. The 2nd fold symbolizes our belief in eternal life.

3. The 3rd fold is made in honor and tribute of the veteran departing our ranks and who gave a portion of his or her life for the defense of our country to attain freedom and peace.

4. The 4th fold exemplifies our weaker nature as citizens, that we should trust in God and it is to Him that we should turn to for His divine guidance.

5. The 5th fold is an acknowledgment to our country, right or wrong, she is still our country.

6. The 6th fold is where my hand remains over my heart as I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all.

7. The 7th fold is a tribute to our armed forces, for it is through their commitment and sacrifice that we protect our country and our flag against all enemies.

8. The 8th fold is a tribute to the one who entered into the valley of the shadow of death

that we might see the light of day and to honor our mother for whom it flies in Mother’s Day. 9. The 9th fold is an honor to womanhood, for it has been through their faith, love, loyalty and devotion that the character of men and women who have made this country great have been molded.

10. The 10th fold is a tribute to father, for he too, has given his sons and daughters for the defense of our country since he or she was first-born.

11. The 11th fold in the eyes of Hebrew citizens, represents the lower portion of the seal of King David and King Solomon and glorifies, in their eyes, the God of Abraham, Isaac and Jacob.

12. The 12th fold, in the eyes of a Christian citizen, represents an emblem of eternity and glorifies, in their eyes, God the Father, the Son and Holy Spirit.

13. The 13th and last fold when the flag is completely folded, the stars are uppermost, reminding us of our national motto, “In God We Trust”.

Not everyone will share those sentiments but it is my prayer and yours too I hope, that somewhere beneath the color of our skin and the heritage that has made us who and what we are, that we will find a place in our heart

to treat all people with the dignity and respect that they deserve including our flag as well. There is enough pain in this world to go around without us adding to it. We must never forget, who and what we are, one of America’s finest! Be positive in a world that is desperately searching for hope.

And be kind to one another, tenderhearted, forgiving one another, even as God for Christ’s sake has forgiven you.

- Ephesians 4:29,32

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By Ariella Bak, Community Resource Paramedicine Program Coordinator, Gainesville Fire Rescue

O

n May 21, 2020 Gainesville Fire Rescue (GFR) initiated a COVID19 Mobile Testing Unit which comprised of GFR’s Community Resource Paramedicine (CRP) Program Coordinator Ariella Bak, CRP Technicians, and Firefighter/ Paramedics. The mobile testing unit was done in partnership between GFR, Gainesville Regional Transit System (RTS), the City of Gainesville Public Works department and the Alachua County Health Department. For 17 days, they traveled the city into lowincome, vulnerable neighborhoods to provide free, accessible COVID-19 testing; 878 tests were conducted.

“I was so impressed at the large amount of community members taking advantage of this opportunity. It felt great to provide services to those who may have not had any other options for testing,” said Gainesville Fire Rescue’s Community Resource Paramedicine Technician Payton Campbell.

To allow for data driven decisions, the City of Gainesville identified a need for more local COVID-19 testing to gauge the impact on our specific community. Every morning during the 17 days of testing, an RTS bus met GFR’s Firefighter/Paramedics at our training office to start the day. The CRP Team and Firefighter/Paramedics would arrive in the predetermined neighborhood for the day and begin setup while a lead vehicle circled the area playing an announcement, in both English and Spanish, on the loudspeaker. Our neighbors would then have the opportunity to come out to the bus and get registered for testing by the CRP Resource Technicians. They were also screened for social determinant of health needs and were provided with information on helpful resources in Alachua County for food, transportation, and access to healthcare.

As neighbors were registered they would be escorted onto the bus and Firefighter/ Paramedics, in full personal protective equipment also known as PPE, would conduct the test. After each test the bus would be sanitized and the next neighbor brought on board. A testing site was also set up at the rear of the bus to ensure social distancing guidelines were practiced when the response was heavy and to serve those with limited mobility. Additionally any citizen who needed special assistance was provided testing either in their personal vehicle or at their front door.

The bus would trail behind the lead vehicle as they made their way

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around the neighborhoods street, by street.

“This city collaborative put forth a unique infrastructure for mobilizing preventative services. It is my hope we will continue to serve the Gainesville community at this level with citizens’ needs at the center of all. Thank you to the Health Department for your guidance, training and leadership in ensuring this initiative ran smoothly,” said Gainesville Fire Rescue’s Community Resource Paramedicine Coordinator Ariella Bak. For more information about Gainesville’s mobile testing unit or GFR’s Community Resource Paramedicine Program, please contact CRP Coordinator Ariella Bak at 352-318-4470.

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East Lake Fire Rescue Monitors Adult Living Facilities in District A

s part of his responsibilities as the EMS Coordinator at East Lake Fire Rescue, Chief Bessler willingly took on additional responsibilities during this extraordinary pandemic time to assist the Agency of Health Care Administration (AHCA) and Pinellas County Department of Health (PCDOH), by monitoring the current conditions of the Adult Living Facilities (ALFs) in the East Lake Fire District. This entails calling each facility every day to check on their status and to find out if ELFR can be of any assistance to help ensure their residents and staff stay healthy and COVID-19 free. We are also required to visit each facility once a week to ensure they are complying with AHCA, DOH and CDC requirements. East Lake is not unique in this commitment as this is also being done in all 18 of the fire districts in Pinellas County. Early on it was recognized that AHCA and DOH did not have the resources to provide these monitoring services to the 252 ALFs in Pinellas County by 36

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themselves and a successful plan was developed which divided up the workload between all 18 fire districts. While this process has been time consuming and tedious, Chief Bessler believes the effort maintained across the county has kept the spread of COVID-19 in ALFs and skilled nursing facilities to a minimum.

To make this week’s facility visits in East Lake a bit more interesting, Chief Bessler surprised all five ALFs he monitors by driving the ELFR 1960 American LaFrance antique open cab fire engine and providing all willing staff members a ride. It was apparent this simple gesture was as appreciated by their staff as our appreciation of the cooperation we received during the daily calls and weekly visits.

These daily calls and weekly visits also provided another huge benefit that was not expected. Our department has now built a very mutually beneficial relationship with all of the executive directors of the facilities we

monitored, which will translate into better planning and coordination opportunities for hurricane season and other challenges ALFS and skilled nursing facilities will face in the future. This relationship will also provide an opportunity to make some very positive contacts with our Fire and Life Safety Educator, Claudia Faiola, who will be able to assist these facilities with educational opportunities and risk reduction programs.

While we are not prepared to thank COVID19 for this opportunity, it has been a catalyst for some good to come out of this.

East Lake Fire Rescue monitors: • Agency for Community Treatment Services • TBI Residential Services, Inc. • Market Street Residence • Addington Place of East Lake East Lake Manor

Pasco County Featured in Promotional Video

By Corey Dierdorff, Public Information Officer

Martin County Graduates Recruits

By Bethany Alex, Public Information Officer

Martin County Fire Rescue Department (MCFR) celebrated Class 37 recruits in a graduation ceremony on Friday, June 5, 2020. Transferring from training to operations is an exciting transition for this class, but not the first test of their adaptability as part of MCFR. During their training orientation, Class 37 displayed their tenacity and commitment to serving the Martin County community although their academy had been modified due to the COVID-19 pandemic.

Fire Chief Bill Schobel says, “I am extremely proud of this group of recruits, persevering through a very unorthodox time.”

At one point in the orientation process, the fear of postponing the recruit orientation process became realistic. There was also consideration to expedite the training and instruction to ensure current field manpower remained at par. But after completing a nine-week training and orientation program, 15 firefighters officially went into service Friday, June 5, eight recruits being certified paramedics.

“We were limited – appropriate social distancing caused the process of training and testing the class on their objectives to be more time consuming, but the class didn’t let the restrictions impact their skill development, class requirements, classes and certifications,” says Training Bureau Chief Holtkamp.

Hillsborough County Adds to Special Ops Fleet

By Eric Seidel, Public Information Officer

In June, Hillsborough County Fire Rescue (HCFR) welcomed two new apparatus to our fleet. Newly replaced Heavy Rescue 32 and new Heavy Rescue 42 have joined our Special Operations Division. Heavy Rescue 42, will add an additional layer of protection for our citizens on the west side of Hillsborough County, being located at Station 42. Heavy Rescue 32 replaces the previous HR32 at Station 32. These vehicles are a first for Hillsborough County.

Not only does HCFR now have two heavy rescue vehicles in our department, but also its first hybrid, as HR42 is able to answer both technical rescue and hazardous material calls. Both vehicles also provide ALS support to the county. These features help close the gap on our response times in these types of calls, thereby improving the safety of our residents.

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Pasco County Fire Rescue Ladder 19 was recently featured in the HiViz Lighting rollout of their brand new BG2 lighting package. The crew from HiViz flew from North Carolina to Wesley Chapel to feature the new lighting package.

The lights provide the highest in scene visibility and flexibility for Firefighters while working on the fireground at night. Pasco County Fire Rescue Ladder 19 is the first truck in the world to feature this lighting system.

Firefighter Recognized for Outstanding Commitment

By Brenda Stokes, Public Information Officer

The pandemic did not stop Fire Chief Nate Spera from acknowledging employees for going above the call of duty; even if it could not be done publicly at a fire board meeting.

On Wednesday, June 17, 2020, Chief Spera visited station 10 to recognize Paramedic Dorian Jackson for outstanding service, above and beyond the normal call of duty.

On May 22, 2020, crews responded to someone that had been hit by a car. Upon arrival, firefighters had to cut the clothing from the patient to expose the injured area.

When rescue cleared from the hospital, Jackson went to Walmart and purchased a pair of jeans and socks. He then returned to the hospital to give them to the patient. The patient later told a hospital employee that the paramedic said, “Your leg is more important than a pair of jeans. Don’t worry about the jeans, just worry about yourself”.

“Paramedic Jackson has demonstrated compassion and empathy in our community time and again. It is my honor to be able to recognize him in this matter” – Fire Chief Nate Spera

Navarre Beach Fire Rescue Station Renovation

By Danny Fureigh, Fire Chief

Navarre Beach Fire Rescue completed an 1800 sqft addition/enclosure on the inside of our station. Down stairs we have a utility room that houses our newly purchased Scott compressor station and Bunker extractor. Behind that we have a 450sqft gym/exercise room that both our firefighters and Lifeguards can utilize. On the upstairs we now have a small training room that seats 20 and a records room and office for our future staff assistant. After fifiteen months of work we are excited to be completed.

Assistant Fire Chief Brian Blizzard is Retiring

Brevard County Recognizes Personnel

By Brenda Stokes, Public Information Officer

By Susan L’Argent, BCFR Office of EMS

After 30 years of service with the St Lucie County Fire District and over 35 years of experience in the field of emergency services, Assistant Fire Chief Brian Blizzard is retiring. In a small, informal luncheon held on June 19, surrounded by family, friends, and colleagues; Chief Blizzard gave his final radio farewell.

Chief Blizzard ascended through the ranks, starting as a Firefighter, then Paramedic, Quality Improvement Director, Training Instructor, Lieutenant, Field Training Officer, Captain, Battalion Chief, Deputy Fire Chief and Assistant Fire Chief. His education includes a Master’s Degree in Public Administration from Nova Southeastern University, a Bachelor's Degree in Organizational Management from Warner Southern University and an Associate of Arts degree from Broward Community College.

Chief Blizzard is a graduate of the National Fire Academy's Executive Fire Officer (EFO) Program and he has received the Chief Fire Officer (CFO) designation from the Center for Public Safety Excellence. Chief Blizzard is also the past president of the Treasure Coast Fire Chiefs’ Association.

“I am so thankful to have been a part of the fire service family for over 30 years. It has truly been an honor to have served with a team of fire service professionals who are dedicated to provide service above self.”

–Chief Blizzard

On Thursday June 2, 2020 BCFR Fire Chief Mark Schollmeyer and Assistant Chief of EMS Orlando Dominguez recognized individuals for a code save they had back on April 6, 2020. Along with BCFR Emergency Vehicle Dispatcher Carrie Dehler, there were individuals from Cape Canaveral Fire Rescue Engine 53 and the Brevard County Sheriff’s Office that were presented with appreciation letters and coins.

BCFR Lieutenant Fire Medic Christopher Stevenson & Fire Medic Todd Conner were also on the call but unable to attend that day. These individuals responded to a Code 99 for a 62-year-old male patient who became unresponsive shortly after complaining to his wife of chest pain and discomfort. Due to their proper actions, thoroughness, and HighQuality CPR, the patient was able to regain pulses prior to transport. This call was a great example of virtuous use of resources and multi-agency cooperation. All personnel from all three agencies, worked together, divided and mitigated the high priority medical emergency. Excellent Job to all!

New Apparatus Arrive in Palm Bay

By Anthony Gianantonio, Deputy Chief

Palm Bay Fire Rescue has recently taken delivery of a Type 6 Wildland Firefighting unit and a Water Tender from Midwest Fire.

These units were purchased utilizing a Community Development Block Grant (CDBG) offered to the fire department for eligible areas in the city. Through thoughtful and careful analysis, the fire department was able to identify these two apparatus and other life saving equipment needs.

With the addition of the Tender, crews in the northwest section of the city will have adequate water supply where there are a lack of fire hydrants. The wildland unit will serve the higher populated section of the city to mitigate the narrow access points between wildland/urban interface.

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PBCFR Launches New Mobile COVID Testing Service

By Tara Cardoso, Community Education & Communications Team

Palm Beach County Fire Rescue is proud to support our local community with some new services during the COVID-19 pandemic.

Under the direction of our COVID-19 Command Team, our Medical Services Division has created and launched a Mobile Testing Unit. This unit oversees three distinct areas of testing: Homebound testing of our Special Needs community (which has been completed), Homebound testing (Ongoing) for residents that are physically unable to travel to a testing site, and our Pop-Up (Ongoing) testing unit which changes locations, sometimes daily, in order to accommodate the expanding needs of our community.

These new services were implemented in collaboration with the Palm Beach County Emergency Operations Center, the Health Care District of Palm Beach County and the Florida Department of Health. Palm Beach County Fire Rescue is bringing this free COVID-19 nasal swab testing to many areas of our County that might not otherwise have easy access to testing. The COVID-19 pandemic has pushed emergency medicine into uncharted territories and we are honored to be able to rise to the challenge.

North Port Fire Rescue Members on the Move

PBCFR 911 Dispatchers Crochet Care Bears for Nurses

By Madison Heid, Community Outreach Coordinator

By Tara Cardoso, Community Education & Communications Team

North Port Fire Chief Scott Titus is proud to announce several promotions within North Port Fire Rescue.

Nicholas Herlihy 3 1 2 (pic 1) promoted from Fire Training Captain to Division Chief of Administration. Raymond Coyle (pic 2) promoted from Lieutenant to Fire Training Captain. Mitchell Diaz (pic 3) promoted from Firefighter/Paramedic to Lieutenant.

With their many years of experience, these three individuals will to continue to help strengthen an already solid Officer core at NPFR. They have a strong commitment to providing exceptional customer service, and we look forward to all they will do to enhance the already top-notch department.

Palm Beach County Fire Rescue Dispatchers started the Project Care Bear initiative to give back to those on the frontlines. PBCFR's dispatchers handmade crocheted bears in all sizes to deliver to local nurses taking care of COVID-19 patients. They presented the bears in special care packages to the nursing staff at Wellington Regional Medical Center and at Lakeside Medical Center in Belle Glade. With the care packages, they also created key chains and thank you notes.

The Dispatchers wanted to show their appreciation for our "Heroes in Scrubs." The bears were crocheted with masks on them as well! 911 Operators share how they felt the bears added a personal touch that could be offered from them to the nurses during a very difficult time for everyone. The nurses were, of course, so grateful to be remembered and glad to be able to meet the dispatchers in person.

Hillsborough County Gets New Vent Truck

By Eric Seidel, Public Information Officer

In June, Hillsborough County Fire Rescue (HCFR) took delivery of its new Vent Truck. It consists of a F550 chassis with a custom bed to accommodate an Easy 4000 Tempest large flow fan capable of pumping out more than 235-thousand CFM and includes water misting. The new apparatus not only can ventilate a building in large capacity to remove smoke, but is also capable of filling and carrying air bottles for our personnel at fire scenes. The new vent truck will be based out of HCFR Station 42. Thank you to REV RTC for working with us on this custom-built vehicle.

Pasco County Push-in Ceremony for Ladder 19

By Corey Dierdorff, Public Information Officer

Pasco County Fire Rescue is proud to announce the push-in ceremony for our new Ladder 19.

Ladder 19 is a EOne HR100 single axle aerial designed with firefighter safety in mind. The new ladder features the brand new Hi-Viz BG-2 scene lighting package. The new Ladder 19 will serve the residents of New Port Richey and the US-19 corridor.

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Advertiser . . . . . . . . . . . . . . . . . . . . . . Page No.

Michael Aaron . . . . . . . . . . . . . . . . . . . . . . . .Escambia County Fire Rescue

Myles Held . . . . . . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Melanie Adams . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Raied Jadallah . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Tracey Adams . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Jolene Joyce . . . . . . . . . . . . . . . . . . . . . .Seminole County Fire Department

Michael Anderson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Ocala Fire Rescue

David Markle . . . . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Nate Ark . . . . . . . . . . . . . . . . . . . . . . . . . . .North Bay Fire Control District

Tim McCabe . . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Robert Bacic . . . . . . . . . . . . . . . . . . . . . . . . . .Fort Lauderdale Fire Rescue

Robert Pieris . . . . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Samuel Byrd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Cocoa Fire Rescue

Jason Richard . . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Danny Cardeso . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Horacio Rodriquez . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Michael Carsillo . . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Enrique Rojas . . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Karen Clogston . . . . . . . . . . . . . . . . . . . . . . .Highlands County Fire Rescue

Neil Rosenberger . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Charles Coyle . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

William Rowley . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Anthony Dawkins . . . . . . . . . . . . . . . . . . . . . . . .Sumter County Fire & EMS

Michael Salzano . . . . . . . . . . . . . . . . . . . . . . . .Fort Lauderdale Fire Rescue

Tuyle Denman . . . . . . . . . . . . . . . . . . . . . . . . .Fort Lauderdale Fire Rescue

Justin Schainuck . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Christopher Devito . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Robert Seeber . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Cocoa Fire Rescue

Jermaine Frazier . . . . . . . . . . . . . . . . . . . . . . .Fort Lauderdale Fire Rescue

Eileen Stephenson . . . . . . . . . . . . . . . . . . .Palm Beach Gardens Fire Rescue

Joseph Glaser . . . . . . . . . . . . . . . . . . . . . . . . .Cape Coral Fire Department

Frank Suriano . . . . . . . . . . . . . . . . . . . . . .Town of Davie Fire Department

Jorge Gonzalez . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Town of Davie

Roberto Sutton . . . . . . . . . . . . . . . . . . . . . . . . . . . .Gainesville Fire Rescue

Jose Gonzalez . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Robert Taylor . . . . . . . . . . . . . . . . . . . . . .Town of Davie Fire Department

Jill Gregory . . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Brian Thomas . . . . . . . . . . . . . . . . . . . . . . . .North Bay Fire Control District

Shanti Hall . . . . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Anthony Tozzi . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

William Hall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Marianna Fire Rescue

Mike Wells . . . . . . . . . . . . . . . . . . . . . . . . .Palm Beach County Fire Rescue

Michael Harper . . . . . . . . . . . . . . . . . . . . . . . .Cape Coral Fire Department

Willie Williams . . . . . . . . . . . . . . . . . .Miami Dade Fire Rescue Department

Bauer Compressors 954-746-2504 . . . . . . . . . . . . . . . . . . . . . . . . . 13 Biosound Healing Therapy 888-495-1946 . . . . . . . . . . . . . . . . . . . . . . . 33 Breathing Air Systems 352-629-7712 . . . . . . . . . . . . . . . . . . . . . . . 35 Channel Innovations Corporation 352-694-7006 . . . . . . . . . . . . . . . . . . . . . . . 43 COVERT ARMOR 561-459-8077 . . . . . . . . . . . . . . . . . . . . . . . 41 DAB Door 800-257-2016 . . . . . . . . . . . . . . . . . . . . . . . 25 Database Financial Services, Inc. 877-624-3767 . . . . . . . . . . . . . . . . . . . . . . . 37 ETR, LLC 407-339-6737 . . . . . . . . . . . . . . . . . . . . . . . 27 Genesis Rescue Systems 850-566-5553 . . . . . . . . . . . . . . . . . . . . . . . . 5 Hall-Mark RTC 800-524-6072 . . . . . . . . . . . . . . . . . . . . . . . . 2 Life Scan Wellness Centers 813-876-0625 . . . . . . . . . . . . . . . . . . . . . . . 39 MagneGrip 800-875-5440 . . . . . . . . . . . . . . . . . . . . . . .19 Medicount Management, Inc. 813-539-0176 . . . . . . . . . . . . . . . . . . . . . . . . 6 Minerva Bunker Gear Cleaners / Fire Soaps 888-928-6537 . . . . . . . . . . . . . . . . . . . . . . . 31 Municipal Equipment, LLC 800-228-8448 . . . . . . . . . . . . . . . . . . . . . . . . 7 NAFECO 800-628-6233 . . . . . . . . . . . . . . . . . . . . . . . 21 Team Equipment, Inc. 800-367-9054 . . . . . . . . . . . . . . . . . . . . . . . 17 Ten-8 Fire Equipment, Inc. 800-228-8368 . . . . . . . . . . . . . . . . . . . . . . . 44 United Badges Insurance Services 850-841-9992 . . . . . . . . . . . . . . . . . . . . . 9, 11 VFIS 800-233-1957 . . . . . . . . . . . . . . . . . . . . . . . 15 Wheeled Coach 800-342-0720 . . . . . . . . . . . . . . . . . . . . . . . . 3 Wildland Warehouse 866-945-3526 . . . . . . . . . . . . . . . . . . . . . . . 42

42

FLORIDA FIRE SERVICE

July 2020

PROVIDING MORE AFFORDABLE VALUE-ADDED SOLUTIONS AND INNOVATIVE TECHNOLOGY

Thank You Fire Chief Alex Baird and the Panama City Fire Department Rosenbauer Custom Rescue-Pumper

• Rosenbauer Commander 60” Cab/ Seating for six (6) • Cummins L9 380HP Engine/ EVS3000 Transmission • FX Heavy Duty Aluminum Rescue-Pumper Body • Enclosed Ground Ladder and Suction Hose Compartments • Six (6) Full-Depth/Full-Height Compartments • Waterous CSU 1250GPM Single Stage Pump • Poly 750 Gallon Water Tank • Extended Front Bumper With Hydraulic reel and Tools • Whelen LED Warning Light and Scene Light Package

Ocala, FL • 352-304-6922 • IFRG Sales and Service