THE PUBLICATIONOFTHE FLORIDA FIRE CHIEFS’ ASSOCIATION April 2025 • VOLUME 33 NUMBER 4
F L ORIDA FIRECHIEF S ’ ASSOCIATION
Florida Fire Service is the monthly publication of the Florida Fire Chiefs’ Association, provided to Florida Fire Chiefs’ Association (FFCA) members, by the Florida Fire 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
Ngoc Huynh- Executive Director
FFCA Board of Directors
Michael Choate - President
Trip Barrs - 1st Vice President
Ryan H. Crawford - 2nd Vice President
Harold Theus - Immediate Past President
Carlos Aviles - Secretary/Treasurer
Jeff Wagner - Northwest Region Director
Brady Rigdon - Northeast Region Director
Chuck Bogle - East Central Region Director
Chantal Botting - Southeast Region Director
Ian Kemp - West Central Region Director
Gregory DeWitt - Southwest Region Director
Ngoc Huynh- Executive Director
Cindy Morgan - Foundation Chair
Jeffrey Money - Senior Member
FROM THE SECTIONS
Editorial Submissions magazine@ffca.org (850) 900-5180
Advertising Scott Leisen, Editor in Chief scott@ffca.org (386) 717-0055
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.
Florida Fire Service
April 2025, Volume 33, Number 4 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 2025 by the Florida Fire Chiefs’ Association. All rights reserved. Materials may not be reproduced without written permission.
Greetings to All,
I hope each of you had a wonderful Easter weekend, surrounded by family, friends, and those you hold dear. Since my last message, there have been several notable events and developments worth highlighting.
Fire Service Day at the Capitol
This year’s Fire Service Day was an overwhelming success. I want to extend my sincere appreciation to all who traveled to Tallahassee to participate. The Capitol courtyard was filled with equipment and personnel, and the presence of so many uniformed members throughout the halls made a significant and lasting impression. I personally received numerous comments from legislators expressing how impressed they were by the professionalism and dedication of our attendees.
Special thanks to Director Rice and her team for organizing such a high-caliber event. The schedule of speakers and activities at the podium was outstanding. I have no doubt that next year will build on this momentum and reach even greater heights.
For Love & Honor Gala
This year’s Gala was another remarkable success. As a proud cancer survivor, I was honored to take part in the runway show—an experience I won’t soon forget. Let’s just say, if you weren’t there, imagine a throwback to an '80s-era Richard Simmons. That image may now be stuck with you, and for that, I make no apologies!
Kudos again to Director Rice and her team for their seamless coordination. The event was filled with joy, camaraderie, and celebration. While I don’t have the final fundraising total, I am optimistic that we exceeded last year’s contributions.
Board of Directors Update
We recently experienced a midyear vacancy in the East-Central Director position. As President, it is my responsibility to appoint an interim director until the next election. I am pleased to announce that Chief Chuck Bogle of Melbourne has agreed to step back into this important role. Thank you, Chief Bogle, for
your continued service and unwavering commitment to your region and our association.
Legislative Updates
Our legislative team continues to monitor several active bills that may have significant implications for our profession. We remain in close collaboration with our partners at the Florida Association of Special Districts, Florida Fire Marshals and Inspectors Association, Florida Professional Firefighters, and others. Together, we are united in our mission to safeguard the health and wellbeing of our firefighters and to ensure the financial stability of our departments.
I’ve been personally engaged in this year’s legislative session, attending and testifying at numerous committee hearings. As mentioned previously, if your department plans to visit the Capitol for any reason, please notify us—we are here to assist however we can.
Regional Meeting Season
We are now entering what I like to call "regional meeting season." This is a vital time when our Regional Directors host meetings to engage with members across the state. I plan to
attend as many of these meetings as possible— unless, of course, I receive a call that my grandbaby is on the way!
When these meetings are announced, I strongly encourage you to attend and become involved. Whether your interests lie in operations, education, legislation, or leadership, we have a place for you. Your engagement strengthens our association.
Executive Development Conference
As your Executive Director and Board work diligently to prepare for this year’s Executive Development Conference, I invite all of you to visit ffca.org and register. This year's program promises to be exceptional. The venue offers amenities for the entire family, so we welcome you to bring them along and enjoy everything this premier event has to offer.
Thank you all for the tremendous support you continue to show It is my honor and privilege to serve as your President, and I remain committed to representing you with pride and integrity
Stay safe, and always with others in mind.
Warm regards,
Michael J. Choate
Michael J. Choate, Fire Chief FFCA President
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E Eaasstteer r W Weeeek k o ovveer r 2 2000
By Rick Spence
April 13-20, 2025, Christians all over the world celebrated Easter Week, or Holy Week as it is sometimes referred to. This is the last week of the life of Jesus Christ before His resurrection. The way that week began, with Jesus being welcomed into Jerusalem and how it ended with His death, is a real-life version of going from being the golden child to becoming the ugly step child in just 7 days’ time.
That Sunday, known as Palm Sunday, starts with Jesus leaving the city of Bethany (where He had raised His friend Lazarus from the dead) and riding into Jerusalem on a donkey with the people placing palm fronds in front of Him. This was the fulfillment of prophesy from over 1000 years earlier in the book of Zechariah. The next day, Monday, was the day Jesus went into the Temple and ran out the money changers. They were taking advantage of the Jewish people by selling them inferior (cheap fakes) animals to be used as sacrifices. On the next day, Tuesday, was when Jesus taught the Disciples about bearing the proper kind of fruit. He used a fig tree as an example, saying it was unable to grow any other kind of fruit but figs. Wednesday, is sometimes known as Spy Wednesday. That was the day Judas made a deal to betray Jesus for 30 pieces of silver Judas made the deal with the Sanhedrin, the Jewish legislative body for Jerusalem. Judas was to betray Jesus by greeting Him with a kiss in the Garden of Gethsemane.
The next day of the week was Thursday, it is known as Maundy Thursday, where Jesus had the Last Supper with the Disciples in the Upper Room. Jesus showed the ultimate act of
servitude by washing the Disciples’ feet. He also told them, “A new commandment I give to you, that you love one another; just as I have loved you. You also are to love one another.” (John 13:34) This is a cornerstone of Christianity that has allowed it to thrive for over 2000 thousand years.
Jesus knew the next day would be the day of His betrayal and told His Disciples that one of them would betray Him the next day. The next day was Friday, also known as Good Friday. It started with Judas approaching Jesus in the Garden of Gethsemane and Jesus stating, “do what you must do.” When Judas greeted Jesus with a kiss on the cheek, it was a signal to the Roman soldiers on who to take into custody. They took Him into custody and beat Him before eventually taking Him to Pontius Pilate, the Roman Governor, the head authority in that area. Pilate’s wife had a dream the night before and advised her husband, “have no involvement with this man,” because she knew He was a righteous man. Pilate followed
his wife’s advice and literally said “I wash my hands of this matter,” and released Jesus back to the Sanhedrin who freed another prisoner to have Jesus placed onto the Cross. He died a few hours later and his body was prepped for burial. That is an extreme example of a ‘speedy trial.’
Saturday, Jesus’ body was placed in a borrowed tomb, and it was sealed with a large boulder. The next day was Sunday, Resurrection Day, the day all Christianity is built upon. That was the day that Jesus Christ rose from the dead and lived among the people of Jerusalem for the next forty days. If He had not risen from the dead, Christmas day would be just any other day. We would not have the hope of eternal life after our death. Jesus would not have been considered the Son of God. He would have been considered another nut case who thought He was God and would have been forgotten long ago. The Christian faith would have ended shortly after Jesus’ death and would not have any impact going forward. But Jesus did rise from the grave, just as it was prophesized throughout the Old Testament and our lives, our world and our future have been changed for the better HE IS RISEN!! HE IS RISEN INDEED!!
Rick Spence retired as Assistant Chief from the Reedy Creek Fire Department after 30 years. He has been married to his wife Alecia for over 30 years
FLORIDA FIREFIGHTER
CANCER TREATMENT INSURANCE
By the Numbers — A Chief’s Perspective on the 2025 Los Angeles Wildfires
By Chief Sam DiGiovanna
Numbers may not lie, but they can certainly be misrepresented. I wanted to take a moment to look at some of the facts and figures about the recent Southern California fires and the lessons we can and should take away from them.
The wildfires that struck Pacific Palisades and Altadena in January 2025 will certainly go down in fire history books. These massive blazes reminded us all that even with the best planning, nature doesn’t always play by the rules. It’s important all of us in public safety understand there are times when things happen that are completely out of our control.
“ The number you have reached is not in service.”
This phrase is a startling reminder of the impact of these devastating fires. During this fire event, communication was strained, resources were overwhelmed and systems that usually per form well under pressure were pushed beyond their limits. Even if we could’ve sent 100 additional engines into these fires, I believe the outcome would not have changed significantly
Responses with Apparatus
Consider this: During the Pacific Palisades Fire, 5,300 structures were lost. The Altadena fire destroyed 8,600 structures. Between the two, 13,900 total structures were decimated.
Most fire department policies require at least three engines, one truck, one paramedic unit and one battalion chief to respond and effectively extinguish a typical residential structure fire. Policies requiring fire responses for commercial structures may require a minimum of four engines, two trucks, a paramedic unit and a battalion chief. Often, when the first-arriving unit gets on scene and begins working a fire, additional resources are requested.
Now, let’s do the math. During the Palisades and Eaton fires, if each structure had been treated as a typical single-family residential response, the full event would have required at least 41,300 engines. And that doesn’t factor in resources such as air support, hand crews, dozers, water tenders or additional incident management personnel needed to fight wildfires fanned by 50- to 100mph winds.
Approximately 7,500 firefighting and emergency personnel were deployed to fight these two fires. They worked around the clock under difficult conditions, many putting themselves directly in harm’s way. Hypothetically, if we had 41,300 engines on scene, each one with the standard staffing of three to four personnel, we would have needed over 150,000 personnel on scene — about 20 times the number that actually responded. This number illustrates the sobering truth that even the best-staffed departments are vulnerable during large-scale wildfires.
Non-Wildfire Related Calls
While the fires raged, agencies throughout the Southland also responded to thousands of additional wind-related calls: structure fires, downed power lines, fallen trees and medical emergencies. Calls surged significantly during this period. In addition to the major fires, there were dozens of smaller brush fires scattered throughout Southern California that also required attention. Simply put, departments were stretched to the brink. The triple-whammy of winds and
drought and fuel created an unwinnable situation. Our people were simply outgunned by the force of Mother Nature and overwhelmed by the sheer volume of incidents.
The Policy Factor
Does this require a change in policy, a shift in the way we operate? Without a doubt, all afteraction reports will make us re-evaluate and adjust policies based on the lessons learned. As Gordon Graham would say, this is a lowfrequency, high-impact event. But these events are becoming less rare. Wildfires — once considered seasonal — are now year-round threats in California and beyond.
The political fallout has already begun. In the wake of public scrutiny, some members of the Los Angeles Fire Department’s top brass have resigned. I won’t weigh in on whether that was necessary or justified, but I will say leadership should always be evaluated on preparation, communication and response, and not on their ability (or inability) to control the uncontrollable.
Staying Fit for Duty
Firefighters can’t help but feel a loss when we don’t make a save. These incidents take a toll on us, both mentally and physically. Many crews
worked for days without proper rest or debriefing. That kind of sustained trauma can lead to burnout and PTSD.
As first responders, we train often and are able to handle most incidents we encounter. We are quick to take control of incidents, something we can justifiably be proud of. It gives us a sense of internal security. But events like January’s fires remind us that sometimes, our best just isn’t enough to stop destruction on a massive scale. We need to learn to be OK with that.
These fires demonstrated how easily incidents can overwhelm us. They were out of control. Sure, we can continue planning and training extensively, but during times like these, things often don’t turn out the way we anticipate. As much as we’d like to be able to, we can’t predict how the storms will go. We need to shift our mindset from reaction to resilience. Prepare for what you can, but invest in recovery, too — physical, mental and organizational.
Make sure your agency has the right training, mutual aid agreements, equipment, policies and peer support programs in place. Support your people. Conduct realistic drills. Ensure your crews know that it’s OK to ask for help.
Lessons Learned
Finally, accept that you will feel pain and discomfort but know that you can handle it with the right resources. Be proud of yourselves! You all did the best you could with what you were given. Stand tall — not just for the fires you put out, but also for the strength you showed in the face of devastation. These fires are on the rise and not going away — in fact, they seem to be increasing in both size and intensity. Is your agency prepared?
Let these numbers create improvement, not shame. Let these lessons prompt better policies, not blame. And most importantly, let this be a moment where we double down on supporting the people who protect us.
SAM DIGIOVANNA is a 40-year fire service veteran. He started with the Los Angeles County Fire Department, served as Fire Chief at the Monrovia Fire Department, and currently serves as Chief at the Verdugo Fire Academy in Glendale. He is also a Senior Consultant for Lexipol’s Cordico wellness solution.
Leading and Managing Problem Employees
By Dr Eric Smith, EFO, Assistant Professor of Public Administration, Barry University
As a fire service manager, how many times have you had to deal with an employee who requires an inordinate amount of your time? We have all managed employees who just don’t seem to “get it”. Fortunately, most employees of any organization are hard working and committed to the success of the organization. However, a small percentage of problem employees require the largest percentage of our time. It’s difficult, if not impossible, to manage department programs and plan for the future if you are spending the lion’s share of your time managing problem employees.
One of the first steps in managing problem employees is to find out why they are problems. Every organization has a small number of employees who have slipped through the cracks in the hiring system. Although this is unfortunate, it is one of the facts of life that must be successfully managed. Fortunately, you will find that most of your organization’s employees are self-motivated and will require much less managing than your problems cases. What happens, however, when one of your motivated employees devolves into a problem child? This scenario does not occur in a vacuum; it is likely that something has happened over a period of time that has caused a once stellar employee to become mediocre, or worse. One reason may be that the employee does not have enough responsibility to stay engaged in the activities of the organization. Another reason may be that the employee has suffered some type of setback in his or her
personal life. Yet another reason may be that the department’s goals and needs are no longer in line with goals and needs of the employee.
The major dilemma and solution to problem employees lie very close together. The first is finding the root of the employee’s poor performance. This is much easier said than done and requires leadership finesse to get to the issues without further alienating the problem employee. One way to search underlying employee problems is to analyze and compare past performance documentation with documentation of the employees present performance. Unfortunately, this first step may give you little information. Employee evaluations are notoriously subjective and in many cases evaluations are a pro forma exercise that is conducted simply because the organization requires it to be done. An organization that conducts in-depth evaluations and measures the employee against a set of clearly specified and defined standards will likely be able to better track employee performance issues.
Charting employee development through analysis of past evaluation and documentation is a fairly easy function of
management. However, the leadership component kicks in when the manager attempts to determine how and why a once topflight employee is now below average. This requires listening, and more importantly, hearing what the employee has to say. This situation is one that calls for listening skills much more than it requires oratorical skills. Is the employee bored by the simplicity of the work he or she is assigned? Would increased levels of responsibility increase the employee’s feeling of involvement in the organization’s vision and mission?
Another potential source of employee performance devolution is personal problems. This is the trickiest area of all. Employees may find personal questions and attempts to intervene in their personal lives offensive. Employee assistance program (EAP) professionals are valuable in allowing employees to address personal issues in a non-work, nonconfrontational, confidential setting. Additionally, this scenario requires leadership skills to make the employee want to go to EAP, rather than forcing them to go.
Unfortunately, there is no magic elixir that is foolproof for dealing with problem employees. It requires a combination of experience, training and education to achieve positive results. Leading and managing problem employees is sometimes a thankless and frustrating task. However, there is no better feeling for a leader than to reclaim an employee who is viewed as no longer being a productive member of the organization.
Samantha Whitehorne Chief of Emergency Medical Services Broward Sheriff’s Office Department of Fire Rescue and Emergency Services
Ibegan my professional journey to become a firefighter/paramedic in 1998 and graduated in 2000. After graduating, I was mentored by several Fire Rescue employees and, in July 2000, became the first Black female to be hired by Deerfield Beach Fire Rescue.
In 2006, I was promoted to the position of Lieutenant, which inspired me to enhance my knowledge in Emergency Medical Services (EMS) to better serve the community and effectively lead my team. While fulfilling my duties, I pursued further education and achieved Board Certification as a Family Nurse Practitioner in 2017. Additionally, I taught EMS courses at Broward College for over a decade, during which I developed a strong passion for teaching and served as a Field Training Officer (FTO) for more than five years.
In March 2021, I assumed the role of Executive Officer for Northern Broward County, where I received mentorship from the District Chief. On April 9, 2022, I was promoted to District Fire Chief, taking command of the ser vice areas I had previously overseen as Executive Officer Most recently, on June 15, 2024, I was promoted to Division Chief of Emergency Medical Ser vices (EMS), a role that also includes oversight of the aviation ser vices provided by our agency.
The Broward Sheriff’s Office Department of Fire Rescue and Emergency Services (BSODFRES) service area is nestled between the Atlantic Ocean to the east and the Florida Everglades to the west. Broward County itself consists of 860 square miles, with only a quarter able to be inhabited due to the environmentally protected wetlands. It has a population estimated at 2.2 million people, and with such a large and dense service area, the population is extremely diverse.
BSODFRES service agreements include eight contracted cities, two enterprise zones (International Airport and Seaport), unincorporated sections of Broward, and the Florida Everglades. BSODFRES operates out of 25 fire stations daily with 29 ALS Rescue apparatus, 19 ALS Engines, 8 ALS Aerial apparatus, 2 EMS Captains, and an air ambulance (helicopter). Our agency provides BLS and ALS transports and is also capable of providing inter facility transport for patients meeting certain medical ailments and criteria.
The majority of rescue units are staffed with three paramedics, while others maintain a minimum staffing of two paramedics. All engine and aerial units are staffed with at least three personnel, including a minimum of two paramedics. Among the 800 sworn personnel in our agency, the majority hold dual certifications as both firefighters and paramedics; however, there are also personnel certified as firefighter EMTs.
In 2024, our agency responded to over 65,000 calls for service. Of
these, more than 55,000 were requests for EMS services, and nearly 50,000 resulted in transports to medical facilities.
As the Chief of Emergency Medical Services within a fire-based EMS agency, I encounter a variety of distinctive operational, administrative, and leadership challenges that differentiate this role from those in standalone EMS systems. Some key aspects of my position include:
Integration
with Fire Operations
•Balancing fire and EMS priorities, ensuring seamless collaboration between firefighters and paramedics.
•Managing dual-role personnel who serve as both firefighters and EMS providers.
•Navigating different response models (e.g., ALS engine companies, transport units, closest appropriate unit response).
Resource Allocation & Staffing
•Addressing the challenges of staffing paramedics within a firebased model.
• Managing cross-trained personnel and ensuring both fire and EMS coverage.
EMS Training & Education in a Fire-Based Setting
•Ensuring continuous medical education while also accommodating other required training (fire based, administrative, etc.).
•Overcoming cultural differences between fire suppression and EMS personnel.
•Implementing high-quality medical training that meets the agency’s conflicting schedules.
Medical Oversight & Quality Assurance
•Working with a medical director to ensure compliance with medical protocols.
• Conducting quality assurance programs while balancing daily operations.
• Implementing new medical technologies and protocols in a firebased system such as whole blood and TXA.
Our EMS Division is overseen by Dr James Roach, Medical Director His philosophy on managing EMS ser vices is twofold:
1. Improving the providers’ work experience and wellbeing by producing protocols, apps, and quality improvement processes rooted in just culture philosophy.
2.Focusing on maximizing patient outcomes with all treatment modalities.
Our agency’s protocols are derived from a paramedic curriculum that encompasses the paramedic scope of practice, state licensing requirements, and evidence-based best practices. These protocols are presented in a user-friendly PDF format and are complemented by an app designed for easy access. The app undergoes regular review by our membership, Continuous Quality Improvement (CQI) team, and Medical Director, with updates implemented to enhance service for our providers and patients.
Achieving CAAS (Commission on Accreditation of Ambulance Services) accreditation is a noteworthy accomplishment. It reflects our agency’s commitment to excellence in patient care, operational efficiency, and adherence to the highest industry standards and best practices.
A prevalent challenge EMS faces is technology Technology in EMS can present various challenges, from integrating new ePCR systems to ensuring interoperability with hospital networks and dispatch centers. These challenges can lead to several operational and patient care outcomes, such as:
1.Delayed documentation, incomplete patient records, difficulty in compliance with CAAS and billing standards.
2.Difficulty in real-time data sharing with hospitals, dispatch, and public health agencies, leading to inefficiencies in patient care.
3.Radio dead zones, unreliable connectivity, or issues with CAD integration can delay response times and coordination.
4.Difficulty in integrating cardiac monitors, ventilators, or other medical devices with reporting software.
5.Providers struggle to adapt to new systems, leading to frustration, inefficiencies, and potential errors.
6.Limited funding prevents necessary upgrades, leading to reliance on outdated or inefficient technology.
A strong and collaborative relationship between our EMS division and community hospital partners is essential for seamless patient care, operational efficiency, and system-wide improvements. When EMS and hospitals work together effectively, the entire healthcare system benefits.
As an EMS Chief, I view Mobile Integrated Healthcare (MIH) and Community Paramedicine (CP) as significant opportunities for fire-based EMS agencies to broaden their role in delivering comprehensive and proactive medical care to the communities we ser ve. Fire-based EMS possesses the infrastructure, personnel, and expertise necessar y to transform emergency care by incorporating prevention, triage, and treatment into community health initiatives. However, it is essential to address challenges such as funding models, limitations in the scope of practice, and integration with healthcare systems in order to fully realize the potential of MIH and CP programs.
By embracing MIH/CP, fire-based EMS agencies can shift from a purely reactive emergency response model to a proactive, patient-centered healthcare provider— ultimately reducing costs, improving outcomes, and strengthening the health of our communities.
Like most communities in the early spring of 2020, the nationwide COVID-19 pandemic impacted nearly all activities and this included the Lee County Port Authority (LCPA), which operates both Southwest Florida International Airport (RSW) and Page Field (FMY). The most significant effects were felt at RSW due to the significant decrease in air travel and subsequent rental car cancellations.
Due to the downturn in the rental car market, requests for additional parking areas beyond those typically used for rental car storage on the North Side of the RSW property began in early March. The LCPA operations and properties departments worked to compile all requests to ensure allocation of space on a market-share basis. Operations worked to determine where over flow vehicles from each company were located and properties wrote leases based on that data. Additional lot space was initially made available in the Long-term Parking Lot. When demand increased, there were no more improved (paved) lots available, so the airport created the South 40-acre Unimproved Parking Area. The Aircraft Rescue & Fire Fighting (ARFF) Department’s Fire Inspector also assisted with the layout and
recommended fire breaks for accessibility, should an emergency occur Four 10-acre parcels were then allocated and leased based on requests.
The rental car companies started the process of moving their vehicles to the leased 40-acre parcel. As cars were being relocated, a small grass fire was reported to Airport Communications (AirComm) on April 3, 2020 at 16:45 hours, near the vicinity of the Ground Transportation Parking Lot. The LCPA Police Department (APD) was the first to arrive on scene and reported to AirComm that the fire was actually in the area where the rental car companies were parking their vehicles. AirComm dispatched the ARFF Department, ARFF Shift Supervisor, Battalion 90, acknowledged the dispatch and responded along with ARFF Engine 92 and Engine 93.
While responding to the scene and observing the smoke conditions, Battalion 90 requested a crash truck response along with mutual aid from South Trail Fire District, a neighboring department to RSW. Upon arrival, the initial response units encountered a fast-moving fire that had already grown and now involved five to eight rental vehicles. Crews immediately began applying water via hose lines. Approximately five minutes into
operations, Battalion 90 requested a second crash truck to respond without delay ARFF units quickly used crash truck turrets for mass water and foam application to knock down the fire. However, each time the fire was knocked down by suppression efforts, it reignited. In addition to spreading from vehicle to vehicle, the fire also spread through the vegetation beneath the vehicles.
As fire suppression efforts continued, APD evacuated the immediate area and requested assistance from the Lee County Sheriff’s Office (LCSO). Working together, both APD and LCSO managed traffic along Terminal Access Road, the main roadway into the airport, for inbound and outbound vehicles, as well as the return loop. APD also opened an additional gate near the fire area to allow incoming fire units to access the site.
The weather was warm, dry and windy, with low humidity, all of which contributed to the fire’s spread and intensity. The wind was the principal contributing factor for the fire’s rapid spread, and the fire itself was behaving like a wildland fire, moving in a line based on wind direction. At this point, numerous mutual aid units had arrived on scene, along with the Lee County Fire Chief’s Incident
See CARFIRE page 18
By Tracy W. Young, AMF, CFO, Fire Chief, Aircraft Rescue & Firefighting (ARFF), Lee County Port Authority
CARFIRE continued frompage 16
Management Team (IMT). I arrived on scene at this point, consulted with the IMT, formed a Unified Command (UC) and tactical considerations were discussed.
A sustained water supply was a concern. Based on the location of the fire, there was only one hydrant in a parking lot several hundred feet away from the fire area, and it was being used by the crash trucks for water resupply. A decision was made to secure a hydrant off Terminal Access Road. This hydrant would
serve as a water source for a ladder truck’s largevolume water stream to protect the main electrical line for the RSW terminal, which was being threatened by the fire. However, the flow of water from the hydrant was insufficient. A request from the UC was sent through the Emergency Management Office to the Lee County Utilities Department, which resulted in boosting water pressure at two water plants to support the incident.
Using this hydrant also blocked traffic on the inbound lanes to the terminal due to the fiveinch supply hose being connected to the aerial truck. The Airport Command Center, working with Port Authority Police and LCSO, developed an alternate traffic plan to detour vehicles.
The fire managed to find a pathway to a wooded area east of the main fire. The dense vegetation in the wooded area accelerated the fire and it quickly grew. The IMT requested a strike team of brush trucks to deal with the brush fire. At the same time, the IMT requested air support from the Florida Fire Service and Charlotte County Sheriff’s Office. Both agencies provided helicopters for airdrops onto the main body of the vehicle fires and brush fire.
Due to the intensity of the brush fire, it managed to jump a 50-foot canal and continued spreading. Brush trucks, working in conjunction with airdrops by air assets,
managed to suppress the brush fire. However, the airdrops onto the main body of the vehicle fire did not have an impact and it continued to spread to more vehicles.
One of the biggest concerns for the IMT was how to stop the vehicle fire from spreading. It was clear the fire was so intense that suppression forces were not applying enough water to contain it. The solution came from a firefighter who overheard a conversation at the Command Post. He remarked, “Remove the fuel.” At that point, it was clear what needed to be done, the unaffected cars had to be moved.
The rental car companies quickly dumped as many keys as they could into the bed of a pickup truck, which they quickly got to the scene. More than 30 staff personnel from RSW and other agencies quickly started moving as many cars away from the fire as possible. Although this resulted in 200 cars being moved away from the fire scene, there was still the threat of more cars becoming involved because the fire was still spreading. The Port Authority Maintenance Department was requested to send their front-end loader (heavy equipment) to start moving and displacing cars, essentially trying to create a firebreak ahead of the fire line; however, the front-end loader was ineffective at moving the vehicles quickly enough.
One of the IMT members offered a solution.
A local construction company, specializing in land clearing and earth-moving equipment near RSW, was asked to assist. The owners, who were retired firefighters, did not hesitate. They provided two very large front-end loaders and a tractor-trailer water hauler, which was used for resupplying the crash trucks. The UC assigned the front-end loaders to create a firebreak by forcibly displacing vehicles ahead of the fire. This allowed fire crews to traverse the area enough to put copious amounts of water onto the fire to help stop its spread. With airport and rental car personnel removing vehicles and the front-end loaders displacing vehicles ahead of the fire, it was becoming more contained.
As the incident stabilized, the initial UC structure evolved into a more formal one. To make the incident more manageable, the UC created Divisions A, B and C, with Division D consisting of the strike team of brush trucks, and an ARFF group consisting of airport fire vehicles. In addition to the Port Authority ARFF fire resources, both Naples (APF) and Punta Gorda (PGD) airports sent ARFF crash trucks to assist. Once these units arrived on scene, the UC released one of the Port Authority ARFF crash trucks to restore the airport’s Index level back to C. The index level had been reduced to Index level B due to the scene commitment by the Port Authority ARFF crash units. The six
ARFF crash trucks remaining on scene were used to protect the front-end loaders while they were displacing vehicles and navigate the fire area to help prevent its spread.
Once the fire breaks were created by the front-end loaders, ARFF crash trucks attacked the main body of the fire from two different sides, essentially performing a pincer attack. The ARFF crash trucks established a good rotation: as one unit depleted their water, another had resupplied and was ready to continue suppression efforts. While the ARFF crash trucks attacked the main body of the fire, the strike team of brush trucks worked the flanks and rear of the fire to prevent further spread.
With combined efforts of the fire suppression crews and improving weather conditions (wind was subsiding), the fire was deemed under control by the UC at 23:24 hours. Mop-up crews were assigned immediately and mop-up operations continued throughout the night and into the next day. On Saturday, April 4, both the UC and the Airport Command Center demobilized and closed out the incident.
In summary, the fire in the Rental Car Over flow Parking Lot at Southwest Florida International Airport consumed 3,516 parked rental vehicles and burned for seven hours before being extinguished on April 3, 2020.
Two minor injuries occurred, the airport was undamaged and 3,850 vehicles were saved. Agencies from the five-county region responded to assist, including two nearby airports (APF and PGD). Due to the size and scope, the incident was considered a six-alarm fire. Approximately 300 responders from 45 different departments and support agencies/utilities were involved in the effort. Other agencies and resources from around the state were activated to provide additional support.
Palm Harbor’s Fire Boat 66 Rescues Stranded Kayakers
By Elizabeth Willi, APIO, PEO, Fire Inspector II, Palm Harbor Fire Rescue
On Sunday March 16, Palm Harbor Fire Rescue's Fire Boat 66 responded to a 911 call reporting two kayakers stranded on a spoil island in the Intracoastal Waterway. After a quick response from the marina, FB66 headed out and successfully located the individuals and returned them to land unharmed. The two gentlemen had spent the night on the island Saturday and attempted to kayak back to shore on Sunday, but the declining weather conditions left them stranded. Thankfully, they were able to call 911 for help. FB66 Firefighters brought the men and their kayaks, along with their fishing gear, safely aboard. Both kayakers declined medical attention and were brought back to shore, safe and sound.
A big thank you to our dedicated FB66 crew for their swift and effective response! Another successful rescue in our beautiful waterways.
Martin County Fire Rescue Celebrates Recruit Class 44
By Cory Pippin, Community Relations Liaison, Martin County Fire Rescue
Martin County Fire Rescue proudly welcomedRecruit Class 44during a graduation ceremony held on April 11, 2025.
The event, attended by more than 100 people including local elected officials, family members, and community supporters, marked the beginning of a new chapter for 25 dedicated individuals stepping into the fire service.
Among the standout members of Class 44 are a retired Navy SEAL with multiple overseas deployments and the daughter of a fallen Martin County firefighter, who honored her father’s memory by continuing his legacy and proudly taking over his badge number.
The recruits endured a rigorous 11-week academy, designed to equip them with the critical skills and knowledge required to meet the standards of MCFR. Training included live fire exercises, search and rescue operations, vehicle extrication, water supply management, vertical ventilation, VES (Vent-Enter-Search), radio communications, and the use of PPE and
SCBA equipment.
In addition to their fire training, recruits completed multiple weeks of EMS instruction to ensure they met the advanced medical protocols necessary to serve the community with the highest level of care.
During the ceremony, Fire Chief Chad Cianciulli presented each graduate with their badge, marking their official entry into the fire service. A commemorative video captured the journey of Class 44, highlighting their
hard work, teamwork, and personal growth throughout the academy.
As a gesture of gratitude, the class presented a gift to the Martin County Fire Rescue Training Department, recognizing the unwavering support and guidance provided by the instructors and staff throughout their challenging but rewarding experience.
Congratulations to Recruit Class 44 – your commitment, sacrifice, and strength embody the spirit of service, and Martin County is proud to have you.
Oviedo Firefighters Seize Unique Training Opportunity Before Demolition
By Lisa McDonald, Communications Manager, City of Oviedo
The Oviedo Fire Department is making the most of a rare training opportunity, utilizing two soon-to-be-demolished buildings for hands-on exercises that will sharpen their life-saving skills.
The first session took place in late March at a former convenience store, providing firefighters with a realistic environment to practice critical techniques. The second session took place the first week of April at the old Oviedo Lodge Motel, offering another valuable chance to engage in immersive training scenarios before the structure meets its fate.
With both buildings currently unoccupied, firefighters can safely execute a range of high-stakes drills designed to prepare them for real emergencies. These exercises include rapid inter vention, search and rescue, hose line deployment, standpipe operations, fire suppression techniques, forcible entry, truck company operations, and teamwork
enhancement. By rotating all shifts through the training, every member of the department will have the chance to refine their skills in a real-world setting.
“Opportunities like this are incredibly valuable,” said Fire Chief Michael Woodward. “Training in actual structures rather than controlled environments allows our firefighters to experience real-world conditions, ensuring they are better prepared when responding to emergencies.”
As the buildings await demolition, Oviedo’s bravest are using the time wisely, turning these soon-to-be-razed structures into a proving ground for their expertise. Their commitment to honing their craft ensures that when the real emergencies arise, they are ready to answer the call.
The Florida Fire Chiefs’ Association (FFCA) is conducting this year’s 2025 Board of Directors Elections via electronic ballot for the Northeast Regional Director and East Central Region Director. For more details on the voting process and candidates, please see the sections below. Voting opened on Monday, April 14, 2025, and will close at11:59 p.m. on Thursday, May 29, 2025.
Northeast Florida Regional Director
Dan Miller
Dear Members of The Florida Fire Chiefs Association,
My name is Dan Miller, and I currently serve as the Fire Chief for Suwannee County Fire Rescue in North Florida. I am reaching out to seek your support as I run for the position of Northeast Regional Director
I began my career in the fire service in 1996 as a volunteer with Lake County Fire Rescue, transitioning to a full-time role in 1997. Over the next 25 years, I held various positions, including Firefighter, Special Operations Lieutenant, Battalion Chief, Training Chief, and EMS Chief. After a brief retirement, I was honored to be selected as the Fire Chief of Suwannee County.
My connection to the FFCA began in 1997, when my late father-in-law, Chief Craig Haun, a past president, introduced me to the organization. Since then, I’ve been an active member for 16 years, attending many of the executive development conferences and other conferences organized by the FFCA. Over the past eight years, I’ve had the privilege of serving on the incident command team for Fire Rescue East and the Florida Fire and EMS Conference.
Through my involvement with the FFCA, I’ve built lasting friendships, formed valuable professional relationships, and had the opportunity to learn from many of the finest fire service leaders. These connections have had a profound impact on my career.
I hold degrees in EMS and Fire Department Administration, and I earned the Chief Fire Officer designation in 2017, with redesignations in 2020 and 2023. Additionally, I am a 2012 graduate of the ELSI Program. The FFCA has been instrumental in my success in the fire service, and I am eager to give back by helping to shape the future leaders of our field.
It would be both an honor and a privilege to serve as your next Northeast Regional Director. Thank you for your time and consideration.
Sincerely, Chief Dan Miller
Who Can Vote
All currentActive Executive,Active SeniorandPresident Emeritusmember types in theFFCA Northeast Regionin good standing may vote for the Northeast Regional Director.
All currentActive Executive,Active SeniorandPresident Emeritusmember types in theFFCA East Central Regionin good standing may vote for the East Central Regional Director.
How to Vote
Electronic ballots are set to only be accessible if your membership is active and in good standing. Please ensure your membership is active and any outstanding dues have been paid.
Click the electronic ballot button on emails sent to you regarding the election or from the FFCA website to vote.
You must log in with your FFCA Membership credentials to complete and submit your ballot. If you require assistance, please emailinfo@ffca.orgor call (850) 900-5180 during office hours.
Northeast Florida Regional Director
Brady Rigdon
Hello everybody. My name is Brady Rigdon, and I am asking for your vote as I seek to continue to serve as your Northeast Florida Regional Director for the Florida Fire Chiefs’ Association. I was appointed in 2022 to fill a vacancy created when Chief Aviles became the Secretary/Treasurer. During this time, I have become active on the Legislative Committee, helping to advocate on behalf of Fire Chiefs statewide to help ensure our profession continues to be the best profession any individual could hold. I have also participated in the annual Executive Development Conference and the Florida Fire and EMS Conference (formerly Fire Rescue East).
I began my fire ser vice career in 1991 with the Jacksonville Fire Rescue Department, promoting through the ranks to the appointed position of Division Chief of Operations in 2006. I retired from the JFRD in April 2017 at the rank of Battalion Chief. In June 2017 I became the Fire Chief for the Nassau County Fire Rescue Department, where I still ser ve today. I also ser ved as the Procurement Specialist for the Firehouse Subs Public Safety Foundation from 2013 to 2017, making the purchases for all the grants awarded by the foundation to departments across the country. I am now an active member of the Firehouse Subs Public Safety Foundation Board of Directors.
In 2010 I obtained a Bachelor of Science in Public Administration from Flagler College, graduating Summa Cum Laude and received the David B. Shoar Award for Academic Achievement in Public Administration. I earned a Master of Public Administration from the University of North Florida in December 2013. I also hold professional certifications as a State of Florida Firefighter, Paramedic, and Hazardous Materials Technician, as well as associate’s degrees in both Fire Science and Emergency Medical Services.
I have been a member of the Florida Fire Chiefs Association since 2003 when I was promoted to District Chief with JFRD. I am a member (retired) of the International Association of Firefighters Local 122 since 1991. I also ser ved as a member of the Jacksonville Police and Fire Pension Fund Advisory Committee from 2004 to 2017. I have been a member of the Jacksonville Fraternal Order of Fire Chiefs from 2003 to the present, serving as its President in 2006.
Born July 5, 1968, in Jacksonville, Florida, I have been married 36 years to my wife, Angela. We have two daughters Haley (husband Chris) and Shelby, and two granddaughters, Caroline and Collins. My family and I are active members of Westside Baptist Church in Jacksonville.
I appreciate your support and look forward to continuing to serve our fine organization.
East Central Regional Director
Joseph Hightower
I would like to introduce myself to the Florida Fire Chief’s Association East Central Region members. My name is Joseph Hightower, Fire Chief of the Mount Dora Fire Department. I am running for the East Central Regional Director of the Florida Fire Chief’s Association. I have had the opportunity to meet and speak with many of you, but in case I haven’t, I would like to tell you a little about myself. I have been in the Fire/EMS Service for 35 plus years where most of my career has been spent in the Federal Fire Service. I began as a volunteer after graduating high school as many of us did. My first paid job was as an EMT in Alabama (my home state). After completing Paramedic School, I went on to spend 6 years at Dekalb County Fire EMS in Atlanta, GA where I had an opportunity to be a responder to 1996 Summer Olympic events.
Before starting my Federal career, I had the opportunity to lead my hometown EMS service as their director. I began my Federal career at Anniston Army Depot, Anniston Alabama as a Firefighter/Paramedic advancing through the ranks to Fire Protection Specialist (Training Chief). I was promoted to Assistant Chief of Operations in a move to Fort Stewart/Hunter Army Airfield. I served in several positions to include Assistant Chief of Operations, Chief of Training, Deputy Fire Chief, and Acting Fire Chief before retiring in 2018. After retirement, I worked as a National Lead Instructor for the Center for Domestic Preparedness (FEMA). In that role I had the opportunity to lead and instruct agencies from across the country in preparing for terrorist events, Incident Command, and decontamination procedures for field and hospital settings. In June 2023, I accepted the position of Fire Chief for the City of Mount Dora where I currently remain. Our department is accredited through the Commission on Fire Accreditation International and are rated with an ISO rating of 2.
I am credentialed through the Center for Public Safety Excellence as a Chief Fire Officer I hold a Bachelor of Science Degree in Fire Science Administration from American Military University. I am currently a National Registered Paramedic of 35 years and hold a State of Florida Paramedic License.
Over my career, I have had the opportunity serve on many local, state, and federal committees and working groups. Some of my greatest memories and accomplishments in the Fire Service include:
Department of the Army Worldwide Fire Officer of the Year 2005
Local Incident Commander – 2 Presidential Visits
Lead Briefer – FORSCOM Command (4 Star) visit Strike Team – Sweat Farm Rd/Bugaboo Wildland Fire GA-FL
Department of the Army Lead Evaluator Chemical Exercise Program
Department of the Army 9-1-1 Program re-write committee
Department of Defense Presidential Excellence Award
State of Florida Fire Marshal Out-of-State/DoD Firefighter committee
I am a member of the following Organizations:
Florida Fire Chief’s Association
Central Florida Fire Chief’s Association
Lake County Fire Chief’s Association
International Association of Fire Chief’s Mount Dora Chamber of Commerce
As Chief Fire Officers, we all face our own challenges inside our departments and communities, but I feel we are facing challenges that will affect us all. East Central Florida Fire Department’s need a voice at the table to express our concerns and needs. I want to be that voice for you. Communication and Transparency will be my key factors. I will make sure you know the topics on the table, and I will bring our topics to the table. Thank you for your consideration and I am asking for your VOTE for the East Central Regional Director of the Florida Fire Chief’s Association.
East Central Regional Director
Todd Allen
My name is Todd Allen, the Fire Chief for the City of DeLand, and I am asking for your support as the next East Central Regional Director for the Florida Fire Chief’s Association (FFCA). As a dedicated fire service professional with over 33 years of experience, my career has been defined by a commitment to excellence, leadership, and service to my community and colleagues. I couldn’t be more excited to have this opportunity to serve our members in East Central Florida.
For almost six years I have had the honor of serving as Fire Chief for the City of DeLand, where I’ve worked to enhance operational efficiency, improve firefighter safety, and strengthen relationships with the community. This has been evidenced by our recent improvement to our public protection classification from an ISO 2 to an ISO 1, and on April 1st our department became accredited through the CFAI to become the first accredited fire agency in Volusia County. In addition, for the past 4 years I have been in the role of President for the Volusia County Fire Chiefs Association, advocating for collaboration and regional solutions to improve fire service delivery. Our association represents 13 fire agencies and Volusia County EMS. We have a very diverse county with differing needs, but I feel we have been able to come together to provide solutions and innovative ways to work together and improve our services collectively for our communities.
My career has also included nearly every role within the fire department, providing me with a well-rounded perspective on the challenges and opportunities our profession faces. Although not as naive as my younger years, I still hold the same passion I had when I was hired as a firefighter/paramedic in the early ’90s. From serving as union president, giving me valuable insight into fostering cooperation and understanding between labor and management, to managing regional special operations teams in the post-9/11 funding era, I have learned what it means to communicate effectively and gain consensus to accomplish a larger mission.
Beyond local service, I have contributed to state committees outside Florida, helping to shape policies and strategies that benefit fire services statewide. Growing up in the Midwest and spending 27 years in the municipal fire service in Illinois, I have had the opportunity to serve in many areas. From serving on state EMS and SUSAR committees with the Illinois Association of Fire Chiefs to local charitable and education committees, I know what it takes to represent a constituency. More recently, I served on the FFCA’s elections committee, where I gained a deeper appreciation for our organization’s commitment to professional development and strong leadership.
If elected as East Central Regional Director, my mission will be twofold: to ensure the voices of Central Florida fire service leaders are effectively communicated to the FFCA Executive Board and to provide our membership with timely updates on legislative changes, statewide initiatives, and critical information that impacts our region. I believe that clear communication and active engagement are the cornerstones of effective leadership.
I am passionate about fostering collaboration and building relationships to move our profession forward. The Central Florida district deserves strong, experienced leadership, and I am committed to continuing the legacy of excellence established by our past leaders. Together, we can navigate the challenges ahead and ensure our fire service remains prepared, innovative, and impactful.
Together, let’s continue to advance the fire service mission, honor our profession, and protect the communities we proudly serve.I humbly ask for your support as East Central Director.
Todd Allen
CPR and STOP THE BLEED® Class in High Springs
By Kevin Mangan, Public Information Officer, High Springs Fire Department
The High Springs Fire Department recently hosted a combined CPR and STOP THE BLEED training session in partnership with UF Health, equipping community members with vital life-saving skills. The class welcomed 14 participants, ranging from high school students to teachers, working professionals, and retirees.
The hands-on training, led by certified Fire Department and UF Health instructors, focused on critical emergency response techniques in the moments before first responders arrive. Attendees learned how to
per form CPR, operate an automated external defibrillator (AED), and apply life-saving bleeding control methods, including tourniquets and wound-packing.
“STOP THE BLEED empowers people to take action in a bleeding emergency— because in a crisis, every second matters,” said Jordyn Zyngier, a trauma outreach coordinator with UF Health. “This kind of community training builds confidence and saves lives.”
High Springs Fire officials echoed the importance of such education. “When
seconds count, having someone nearby who knows what to do can save a life,” said Fire Chief Joe Peters.
The class is part of the department’s ongoing commitment to promoting public safety awareness and emergency preparedness across the community. More training opportunities are planned for the coming months.
For updates on future classes, residents are encouraged to follow the High Springs Fire Department on social media or visit their official website at highsprings.gov/fire.
Escambia County Fire Rescue’s Newest Ladder Truck
By Davis Wood, Public Information and Education Officer
Recently, the crews of Station #6 were introduced to Escambia County Fire Rescue’s newest ladder truck, Ladder 6. The firefighters and officers that will be assigned to L6 were provided training on the new apparatus throughout the week. The purpose was to familiarize the crews with the specifics and limitations of the new apparatus that they’ll be using. The training included a classroom portion that was followed up with hands-on operation of the ladder. The training allowed the personnel to ask questions from one of the people who helped build the ladder Ladder 6 will be housed at Station #6 - Ensley along with Engine 6, HazMat 6 and Battalion Chief 3.
Sanford Promotion to Battalion Chief
By Amanda Christensen, Administrative Specialist III
Please join Deputy Chief Seiferth and members of the Sanford Fire Department in congratulating Gregory Boone on his promotion to Battalion Chief of Operations, effective March 1, 2025.
BC Boone is a US Army Veteran who began his career as an FF/EMT with Sanford Fire Department in 2012. By 2018, he became a paramedic, and in early 2020 he was promoted to Lieutenant. He serves as the department’s Honor Guard Commander, is a member of the Light Technical Rescue Team, and manages the department’s social media.
BC Boone recently completed his bachelor’s degree in Fire Administration/Fire Investigations and continues to share his fire service knowledge as a fire instructor for probationary firefighters and teaching fire standards at Lake Technical College. 2025 is off to an exciting start for BC Boone, with a new addition to his family and a well-deserved promotion. We’re looking forward to watching him continue to grow and make us proud!
Submitting Articles
Please submit your article as a MS word document and include a high resolution jpeg image as an attachment (do not embed photo in document). Try to keep submissions under 300 words if possible. E-mail files and pics to: magazine@ffca.org. If you have an interesting topic that would be informative or entertaining to other departments - feel free to write a feature article for this magazine, we welcome all your submissions!All articles must have a title or headline and a byline as part of the article.
Palm Harbor Fire Rescue’s Lieutenant Rescue Position
By Elizabeth Willi, APIO, PEO, Fire Inspector II
Congratulations to Lt. Fodor, Lt. Platt and Lt. Zipeto. The primary responsibility for the Lieutenant Rescue (LR) is to provide Emergency Medical Services (EMS) oversight in North Pinellas County and support during critical incidents. The Lieutenant Rescue may serve as an incident safety officer when necessary, ensuring the safe and efficient delivery of fire suppression, prevention, and emergency medical services. Congratulations to these three as we embark on a new position for PHFR and North Pinellas County.
Mount Dora Fire Department Enhances Home Safety
By Misty E. Sommer, Director of Economic Development & Public Information
In a collaborative effort with Journey Christian Church, the Mount Dora Fire Department recently provided free smoke alarm installations and safety inspections for local residents. This initiative not only equipped homes with vital fire safety tools but also strengthened community ties. The program underscored the importance of home fire safety while making Mount Dora a safer place for all.
Palm Harbor Firefighter/Paramedics Meet Governor
By Elizabeth Willi, APIO, PEO, Fire Inspector II
On March 19, Palm Harbor Firefighter Paramedics had the honor of meeting Governor DeSantis at the Tampa General Hospital Championship ProAm. PHFR provided three medic crews on site each day at the Valspar Golf Championship
offering immediate medical care to spectators and golfers.
Sanford Promotion to Lieutenant
By Amanda Christensen, Administrative Specialist III
Please join Deputy Chief Seiferth and members of the Sanford Fire Department in congratulating Kody Cooper on his promotion to Lieutenant, effective March 29, 2025.
Mount Dora Fire Department New Hires
By Misty E. Sommer, Director of Economic Development & Public Information
Lt. Cooper began his career as a FF/ EMT with Sanford Fire Department in July 2016. From day one, he has demonstrated exceptional hard work and dedication to this department.In October 2018, he expanded his skills by becoming a paramedic, further enhancing his ability to serve and make a difference on our community. Over the years, he’s earned an associate’s degree and proven himself as a valuable member of the LTRT team, the dive rescue team, the bike team, and the training group. Lt. Cooper has also served as an instructor for several new hire orientation classes.
This year is shaping up to be a momentous one for Lt. Cooper as he advances within the department and welcomes his first child soon!
Firemedic Assists with Aviation Rescue
By Lisa Smith
Brevard County Fire Rescues (BCFR) FM Logan Boswell responded to a call with Brevard County Sheriff’s Office Aviation unit in Indian River County for an elderly patient who had gone astray while hiking. Indian River County Sheriff’s Office (IRCSO) attempted to locate the citizen utilizing drones and ground searches. After multiple attempts to rescue the citizen, IRCSO Sergeants were able to locate him around 3:00 AM, but were unable to make their way back out in the night due to the conditions and the patient being too weak and dehydrated to make the hike out of the woods. Upon arrival, FM Boswell was lowered to the ground where he began assessment of the patient, making sure the patient was stable enough to be hoisted from the ground up into the Huey and transported to a local hospital. The Huey team quickly returned to retrieve the two Sergeants, and then return once more to retrieve FM Boswell. Sheriff Ivey stated: “I want to thank our incredible aviation unit for an amazing job well done, BCFR for their unique skills and continued partnership with our Agency during times of need, and of course, to the members of the Indian River County Sheriff’s Office for locating the subject and keeping him safe and calm until all could safely be
Our four newest team members—Jhojan Orrego, Aidan Puccio, Joshua Carnesale, and Kyle Brana—successfully completed their four-week orientation with the Mount Dora Fire Department. To celebrate their achievement, we held a small graduation ceremony in recognition of their hard work and commitment. We’re proud to have them officially joining their assigned shifts and look forward to supporting them throughout a successful and rewarding career with MDFD.
Harbortown Drive Boat Fire
By Lisa Smith
March 6, 2025, Fire 3, District Chief 45 and crews from Stations 41, 43, 44, 48’s Hazmat 1, Four Communities Volunteer Fire Department and Cape Canaveral Fire Department responded to a vessel fire on Harbortown Drive in Merritt Island. Crews arrived on scene to find the vessel docked and fully involved. Crews worked diligently to knock out the fire. The fire which extended to a near-by vessel causing sail and paint damage. No occupant was on board and no injuries were reported. Strong work!
Cocoa MVC Extrication
By Lisa Smith
On Thursday, April 3, 2025, Brevard County Fire Rescue (BCFR) crews from; District 40, Stations 47, 44, 46 responded to an MVC call involving two vehicles with possible entrapment. Upon arrival crews from Cocoa FD and PD were working the scene. BCFR assessed the scene showing two vehicles partially submerged in a canal with low water level, located on separate sides of the canal. One of the vehicle was on its side, which the patient was immediately extracted, assessed and transported. The second vehicle was upright against the culvert on its back bumper. That vehicle was secured, and a ladder was placed into the canal to assist with the two remaining patients that appeared stable with minor injuries. Both patients were transported to the closest hospital for further evaluation.
evacuated!!”
Mount Dora Fire Department
Earns International Accreditation
By Misty E. Sommer, Director of Economic Development and Public Information, City of Mount Dora
The Mount Dora Fire Department has achieved Accredited Agency status from the Commission on Fire Accreditation International (CFAI), placing it among an elite group of fewer than 350 fire departments worldwide. This prestigious recognition highlights MDFD's commitment to excellence, safety, and continuous improvement. The accreditation marks a historic milestone for the department and reaffirms its dedication to providing top-quality emergency services to the Mount Dora community
