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
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FFCA Staff
Ngoc Huynh- Executive Director
Denise Holley - Office Manager
Greta Hall - Marketing Communications Manager
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 - Secretar y/Treasurer
Jeff Wagner - Northwest Region Director
Brady Rigdon - Northeast Region Director
Michael Johansmeyer - 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
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Florida Fire Service
March 2025, Volume 33, Number 3 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.
FROM THE SECTIONS
North Port Earns Florida’s First Gold Tier Recognition in Pediatric
Orange County Fire Rescue
Oviedo Welcomes Two New
Michael J. Choate, Fire Chief FFCA President
Legislative Session
The Florida legislative session is in full swing, and there is no shortage of critical issues impacting the fire service, EMS, and emergency management. If you, as fire chiefs representing your agencies, are planning a trip to Tallahassee, please reach out to us. Your direct engagement with your House members and Senators can be invaluable, and in many cases, it all comes down to the strength of the relationships you’ve built with your legislators.
I want to take a moment to recognize and express my gratitude to our outstanding legislative team, chaired by Chief Darrel Donato. This year, we are actively tracking approximately 135 bills related to fire service, EMS, and emergency management. Additionally, we are closely monitoring 22 bills concerning property tax reform and revenue limits—issues that could have a significant
impact on our communities and resources.
One of our greatest strengths as an association is the unity we share with our partners. The Florida Fire Chiefs’ Association continues to work in lockstep with the Division of State Fire Marshal’s Office, the Florida Professional Firefighters, the Florida Fire Marshals and Inspectors Association, and many others. This unified front is crucial as we concentrate our efforts on securing the best outcomes for the Florida fire service.
I personally have been spending an enormous amount of time in Tallahassee this session, engaging in meetings with the Governor’s staff, the CFO’s staff, and numerous legislators. Our presence at the Capitol is vital, and we encourage you to be a part of it. If you are planning to visit, please let us know. More often than not, someone from our Florida Fire Chiefs’ leadership team will be there, and we
would love to include you in our advocacy efforts.
This all comes back to the old adage, “strength in numbers.” Together, we can make a greater impact. Thank you for your continued dedication to the fire service and the communities we serve.
We hope to see you all at the upcoming Fire Service Day at the Capital on April 2.
On a separate note: I’m going to dive too deep in the weeds here, but after suffering another devastation loss to the fire service, I just felt lead to implore you... please reach out. If you are in a dark place or if you just simply can’t stop some sort of mental anguish, we are here for you. We love you! No one knows how you feel, but please take that big step to open up to someone.
Stay Safe, With Others in Mind. Michael J. Choate
Did Jesus Have a Job?
Long before the disciples became followers of Jesus, they had jobs to help support and sustain their families. Peter, Andrew, James and John were fishermen. Luke was a physician, and Matthew was a tax collector. The Apostle Paul was a tent maker by trade. Jesus was a carpenter before He began His ministry. All these men had a trade before they began to spread the Gospel to the world early in the first century. Everything they had done prior to meeting Jesus Christ became valuable in helping them spread the Gospel out of a small area in the Middle East to the rest of the world. They did such an incredible job of spreading the Gospel at that time, that it still endures and has a strong impact today, over 2000 years later
How Jesus and each of the disciples did their job prior to becoming leaders in Christianity had a major influence in each of them carrying out their ministry. Their stellar and respectable reputations carried over into their ministry. If they had been lazy or unskilled, they would not have had credibility when speaking about the Gospel of Jesus Christ. Jesus himself was a carpenter and had to do His job in a respectable way for Him get people to believe in Him and His teachings. What would have happened if He had built houses in a substandard way? Imagine a couple talking about their new home in ancient Jerusalem,
By Rick Spence
saying, ‘that Jesus is a really nice guy, but our roof leaks and we can’t close our door all the way.’ Or ‘Jesus is a great speaker, but this table wobbles because the legs are not even.’ If Jesus or any of His Chosen 12 had put out shoddy work, the message of hope never would have made it out of their neighborhood. Because each of the disciples and Jesus were well respected in their occupations, it gave them credibility to speak and have people listen to them.
That basic principle still applies today. How we do our job at an early stage in our career will influence how people will react when we become leaders in the fire service. It will also shape what type of leaders we will become. I have seen many times where eager young employees become jaded and turn into lazy and marginal employees. They are slow to clear the hospital, do a shoddy job in their clean ups and very often their trucks are not maintained to a high standard. But somehow these people manage to get promoted due to their ability to test well. Very often they are the same type of officers they were as entry level employees, lazy and marginal. These leaders do not understand why they are not respected and have trouble leading a crew I remember one particular incident where one of my officers had to talk to a crew about staying too long at
the hospital and not returning to service quicker. It was purely ironic because this officer had been given the same speech about returning to service on multiple occasions prior to being promoted. Many members of his crew had worked alongside him prior to his promotion and laughed at his predicament. We all know that firefighters do not forget things and are reluctant to believe that people can change.
Jesus and His disciples were respected and good at their jobs prior to going into their ministry. What they did at an earlier time greatly impacted how the Gospel was spread throughout the world. My father’s generation understood this concept because his generation judged someone’s character by their work ethic. If they had a sorry work ethic, it most likely meant they were not a quality person. The opposite applied if the person had a strong work ethic, it usually meant they were a person of high character It is important to respect our leaders, and earning that respect begins as a tailboard firefighter. Despite what you may think, someone is always watching whether you know it or not. So do your job like someone is watching because someone is and He sees everything. Colossians 3:23, “Whatever you do, work heartily, as for the Lord and not for men.”
Rick Spence retired as Assistant Chief from the Reedy Creek Fire Department after 30 years. He is currently the Chaplain for the Florida Fire Chiefs’ Association, Central Florida Fire Chiefs’ Association, Reedy Creek Fire Department, Lake County Fire Department, Clermont Fire Department, Maitland Fire Department, and the Florida Professional Firefighters. He ser ves as Sergeant of Arms for the Florida Professional Firefighters and International Association of Firefighters. He was selected Florida Professional Firefighter of the Year in 2018. He has been married to his wife Alecia for over 30 years
FLORIDA FIREFIGHTER
CANCER TREATMENT INSURANCE
The Weight Simple Words of
By Stephen Shaw
Icontinue to be fascinated with the power of our words. It amazes me the impact a simple twist of a phrase or the effect of the substitution of a single word can have on the entire intent of a message. I’m quite sure every person reading this article has had their own experiences, but here are a few that come to mind:
WITH me, not FOR me
One of my best friends in the fire service is Mark. Mark and I essentially grew up in fire rescue together. We volunteered at Coral Springs Fire Rescue when they were a 100% volunteer agency, we taught both paramedic school and the fire academy together, and we ran the same calls while assigned to operations and also in the training bureau. Our longest stretch of time working with one another was in the Fort Lauderdale Fire Rescue Training Bureau, with me as the battalion chief, and Mark as the training captain.
One day, Mark asked me if I knew what he remembered most about working together I thought it would be when we responded to the active shooter call at Fort Lauderdale International Airport, or when he was
awarded the Instructor of the Year by the Fire Chiefs’ Association of Broward County, or so many of the other memorable moments we shared through a career. Mark explained when we were both assigned to the training bureau, the most impactful thing for him was when I introduced him, I never said “Mark works FOR me,” rather, “Mark works WITH me.” As leaders in the fire service, we listen for these words. Are we as leaders consistently using words that give homage to the group such as WE, US, or TEAM? Or is the conversation layered with “I” or “Me” statements. Let’s choose our words carefully and model the behavior we want to see in our people.
“Combat”
A firefighter who recently attended one of my presentations asked me for some advice as a younger officer trying to obtain buy-in from the senior members of his agency when it came to training. His comment was trying to find ways to “combat” their resistance to participating in training that he was passionate about putting together. (As motivated firefighters, I’m quite sure this situation resonates with many who are
reading this.)
The first word I took note of was “COMBAT.” I told him the first thing he needed to do was change the narrative. Instead of “combating” the members of his department, try substituting it with something more collaborative like, “addressing” or “unpacking”. “Combat” may insinuate conflict, battle or confrontation. I reminded him that at the end of the day, these were the men and women who would be standing with him side by side on every foreseeable scene. Our conversation transformed from an initial frustration to a growing curiosity for his people. Though this is a continuing conversation, this new officer is now focused on having deeper discussions with each member of his station to dig deeper into their mindsets to determine where there are opportunities to grow and train as a team.
OUR department, not THIS department
We all have our bad days at the firehouse. Those days where we get frustrated with something or someone or some protocol, we feel is goofy. One thing that gives me chest pain is when the person who has the stage
starts his or her tirade with, “you know what’s wrong with THIS department…” Now, I don’t have a lot of triggers, but that is one. My default response, often without catching myself most times, is, “wait, you mean OUR department? Let’s start there. Now what’s on your mind - what’s wrong with OUR department?”
One of my favorite books is Extreme Ownership. If I’ve learned nothing more from this book, it’s to look at myself first. “A leader must own everything in his or her world” (Willink & Babin, 2015). I start there, owning a portion of, if not the entire problem. I have also learned to look at myself as a part of the team. When the team struggles, what have I done, or neglected to do, to contribute to the struggle? But it begins with acknowledging that this is OUR agency, and that we all have ownership. So, let’s start here - let’s start with OUR department, take ownership, and then continue the discussion.
As leaders in the fire rescue service, our words have massive weight. At the same time, OUR brothers and sisters in OUR fire rescue service, crave (and deserve!) strong leadership. We must remember to be deliberate and intentional with the words we use. Sometimes the simplest alterations in the
simplest of words can change the entire message. As I was challenged to write this article, I challenge my fellow fire service leaders to focus on the words they use. OUR people listen to us when we speak. Let’s make sure they walk away inspired by the words we choose to use.
References
Willink, J., & Babin, L. (2015). Extreme Ownership. St Martin’s Press.
Stephen Shaw is father, a husband, and a 29year veteran of the Fire Rescue service. In 2024 he became a Deputy Fire Chief for the Town of Jupiter Fire Rescue Department, after serving over 24 years with Fort Lauderdale Fire Rescue. Chief Shaw is an accredited Chief Fire Officer and will complete his Executive Fire Officer in April of this year. He is a IAFC Hazmat Committee member and a Hazmat Specialist for FEMA USAR Task Force 2. He received his bachelor’s degree in chemistry and a master’s in business administration from Florida Atlantic University. He is a Registered Nurse through the State of Florida. Chief Shaw is an author for Fire Engineering magazine, a speaker for numerous conferences, and the host of the “Perspectives on Leadership” podcast. He has a beautiful wife and two wonderful boys.
A New Era in First Responder Mental Health:
The 2nd Alarm Project Joins Forces with UCF RESTORES©
Firefighters and first responders are known for their strength, resilience, and dedication to protecting their communities. They confront danger, high-stress situations, and traumatic events every day While their training equips them to handle extreme challenges, they are also human. Just as physical injuries are treated without hesitation, mental and emotional well-being must also be prioritized. Addressing trauma, anxiety, and PTSD does not diminish their resilience—it strengthens it, ensuring they can continue to serve effectively.
On January 1, 2025, a major step forward in first responder mental health took place when UCF RESTORES and the 2nd Alarm Project merged. This partnership unites two of Florida’s most trusted organizations in first responder behavioral health, expanding support and resources for firefighters, EMS personnel, and law enforcement across the state.
A Mission Born From Experience
The 2nd Alarm Project was founded in 2019 in response to Hurricane Michael, a catastrophic storm that left many Florida firefighters struggling with trauma and burnout. Dr. Kellie O’Dare, a firefighter spouse and public health expert, saw firsthand how deeply the job affects those who serve. She built the 2nd Alarm Project to provide peer support, mental health training, and crisis navigation—services designed specifically for first responders.
“The 2nd Alarm Project was founded to transform the well-being of first responders and their families,” O’Dare said. “Being part of this community, I recognize how vital it is to have support that genuinely understands and addresses the unique challenges they face. With UCF RESTORES , we’re taking a critical step forward in ensuring that every first responder family has access to the care they need – not just to survive, but to thrive.”
Meanwhile, UCF RESTORES, founded in 2011, had already established itself as a national leader in trauma-focused mental health care. Led by Dr. Deborah C. Beidel, Ph.D., ABPP, the organization pioneered innovative treatments, including virtual reality (VR)-assisted exposure therapy. Their intensive outpatient program has helped thousands of first responders, with up to 76% of participants no longer meeting PTSD criteria after treatment. They began working with first responders in earnest in 2016, the morning of the Pulse nightclub shooting.
When these two organizations realized their missions aligned, the decision was clear: together, they could do more.
A Game-Changer for Florida’s Fire Service
Florida’s fire service leaders recognize the impact this partnership will have.
“This work is essential not only for Florida’s first responders but also for the communities they protect,” said JoAnne Rice, Director of the Florida Division of State Fire Marshal. “By supporting our firefighters’ mental health, we are strengthening their ability to serve safely and effectively, benefiting both them and the communities that rely on their service.”
Dr. Beidel emphasized how this merger will redefine first responder behavioral health care.
“UCF RESTORES has long been committed to delivering innovative, evidence-based care for first responders,” Beidel said. “With the addition of the 2nd Alarm Project and its robust resources, we’re building on that foundation to ensure that no first responder faces the challenges of their job alone.”
Expanding Resources and Closing Gaps
The merger aims to fill critical gaps in mental health support for first responders by expanding:
•Tailored mental health training for first responders and clinicians
•App-based peer support networks, ensuring help is always within reach
•Behavioral Health Access Program (BHAP) development to help departments integrate mental health into daily operations
•Behavioral health navigation support, so responders can quickly access the right care
•Trauma-informed clinical treatment options designed for first responders and their families
The Future of First Responder Mental Health
For too long, stigma and lack of access have prevented first responders from seeking mental health care. This partnership represents a shift in firefighter wellness—not as an afterthought, but as a critical part of the job.
With expanded training, peer networks, and clinical care, first responders will have greater access to the resources they need. Departments looking to strengthen their mental wellness programs can take advantage of training and consultation services. No firefighter should have to face these challenges alone.
To learn more, visit www.ucfrestores.com or www.2ndalarmproject.org.
Pictured L-R: Dr. Deborah C. Beidel and Dr. Kellie O’Dare
Want to Improve Firefighter Recruitment and Retention? Focus on Outcomes!
By Bruce Bjorge
As we transition into another new year, fire service leaders grapple with many challenges. We set resolutions, goals and
objectives with the full intention of doing better. But often, we fail. And we allow it to occur. Have you ever thought about that? When did we stop caring about the outcomes? I can’t put a finger on a specific date or time, but there is no question in my mind that in the fire service today, we don’t care like we used to.
One of the key challenges facing almost every department is firefighter recruitment and retention. It’s a serious matter because we can’t provide good service without good people. It is so easy to point fingers at individuals, attitudes, culture and other causes as the reason the fire service is failing miserably at recruitment today These causes are important to understand, but outcomes
and results must be our focus. Improving recruitment and retention is certainly not simple, especially in departments where economics, demographics and lack of community support work against us. At the same time, the successes some organizations and leaders have had with this issue prove that positive outcomes are possible.
So, where do we start? Let’s focus on two fundamental principles: instilling pride in the organization and holding people accountable to clear expectations.
Recruitment: Have Pride in Your Organization
What brought you to the fire service? I remember vividly my early beginnings in this lifelong journey. It was during the era of Emergency!, CHIPS and other shows that helped me imagine I could do this for a career. Entertainment can play an equally critical role in inspiring the next generation of firefighters. In fact, we have many more options to get these messages to our audiences – video creation is easier than ever,
and social media gives us direct access to viewers.
As a young man in high school, I found the world “weird” and confusing. The firehouse was an inviting, inclusive place where I could be part of something big and know what to expect. Everything was always in order at the firehouse. It had rules, procedures, clear expectations and a standard set of outcomes everyone pulled together to achieve. This environment wasn’t just something I wanted, it was what I needed. The firehouse brought order to the chaos of high school. And the senior firefighters who mentored me as an Explorer encouraged me to grow; they valued my contribution, even though I wasn’t the “real deal” yet.
My early experiences in the fire service quickly led to a feeling that is at the heart of the fire service’s recruitment and retention challenge today: PRIDE! I was immensely proud of the fire station, the apparatus, the gear, the uniform and everything associated with my role. I took ownership of my contributions to the organization and worked tirelessly to ensure our community was proud of our ser vice, whether or not they were actively seeking it. This pride in my work remains a driving force in my daily efforts.
Ever yone in the fire ser vice, especially ever y fire ser vice leader, must ask themselves: Am I supporting my people to have pride in what they do today? We all know fire ser vice leaders who are incredibly proud of the mission, the community and the organizations they lead. They are vocal about it and this pride shows in their actions. The result: Their departments are vibrant, positive places where people want to be. And that has a direct impact on recruitment.
Are you proud of your organization? This is a gut-check question we must answer honestly and objectively. And we need to be deliberate about instilling pride every day.
Retention: Setting & Meeting Expectations
Excuses, blame, finger-pointing and a lack of ownership of outcomes mire the fire service. What’s crazy is this applies equally to positive and negative consequences. We have forgotten to celebrate when things go right and too often, we fail to take ownership and accountability when adverse outcomes occur. The reason for failure often comes back to a lack of clear expectations. Even when we do set expectations, they’re often watered down, without commitment, conviction or accountability. It’s wild to me that in an industry that deals with life and death we focus so little on getting it right. Apathy and
complacency creep in, and a daily focus on improving outcomes seems to be lost. As leaders, we continue to accept this culture. Worse yet, we internalize and adopt the attitude ourselves. Leaders, the buck stops with us. Failure occurs because we allow it to. But we don’t have to; we must change and hold ourselves and others who fail to care accountable.
Everything we do is a process. Lexipol cofounder Gordon Graham has taught us that public safety outcomes are not witchcraft but a simple and standard set of processes and systems. When things go wrong, we can look back at the inputs and see very clearly why bad things happened.
It may not seem intuitive, but setting and meeting expectations is essential for firefighter retention. People want to know how to succeed. They want to see that all personnel are held to the same standard. They want to understand what it takes to promote.
Consider these three steps for setting and holding people – including yourself –accountable to expectations:
1. Set Expectations on Day One. When a new member joins your crew, battalion, division or organization, take the time to communicate what you expect of them and what they can expect from you. Be specific. Don’t begin your talk with “Generally, we expect...” or “We want you to tell us what we can do for you.”
2. Help Super visors Be Supervisors. When an individual is promoted to a new role, clearly outline how the expectations have changed. Then seek to support them in this new role. Don’t leave feedback for the once-yearly performance evaluation. As leaders step into new roles, frequent feedback and coaching is essential. When struggles occur, lean in as a team and work together. The fire service is a team sport. We succeed or fail together, not individually.
3. Find Out How You’re Doing. Many leaders take the attitude of “I’m not here to make people happy; I’m here to get a job done.” Really? Why can’t we be effective at both? We can. The first critical step is finding out whether you are meeting the expectations of your personnel. Yes, it’s uncomfortable and scary, and the truth may not be what you want to hear, but you probably need to. This feedback comes with your opportunity to take stock and identify your personal improvement plan. If you aren’t willing to do this, you’re sending a
message that you don’t care. People know you care when you take the time to ask questions, hear their opinions and take deliberate steps to implement changes that provide the desired outcomes.
Each of us must recognize that our organization’s culture begins with us at the helm. Even if your role isn’t the department chief, you oversee your area of influence in the organization. Our team members follow our lead, for better or for worse. As leaders, it’s our duty to set an example, tone and attitude. It’s not enough to say we care about them; we must show them through our actions that we genuinely do. Then they will actively invest in the future of the organization – not because they must but because they want to.
Own the Outcomes!
Firefighter recruitment and retention is a multifaceted issue; the point of this article is not to oversimplify it. The point is to refocus on what we can do about it. While there are many tactics we can take, I encourage you to think beyond the next job fair or social media posting. Think about what you’re doing to instill pride in your organization. And think about how you are setting the expectations for your personnel and supporting them to achieve those expectations.
We are successful at leading when our people succeed. If they fail, we have failed them as leaders. It’s time to take on the challenge of firefighter recruitment and retention – with purpose, with pride, with persistence.
Bruce Bjorge has more than 38 years of fire service experience, including command and training roles with career, combination, volunteer, and military fire agencies. He served as a Battalion Chief with the Western Taney County Fire District in Branson, Mo., and has held positions such as company officer and Assistant Chief of Training. Bruce also worked at Lexipol as a Director for Fire Policy Sales and as a Training Developer to help further contribute his expertise to the public safety field. Prior to Lexipol, he was the Aircraft Rescue Fire Fighting (ARFF) Specialist for the University of Missouri Fire & Rescue Training Institute, where he managed their Mobile ARFF and other live-fire training programs. Bruce holds a Training Officer certification from the International Society of Fire Service Instructors and is a graduate of the National Fire Academy’s Training Program Management course. With 28 years of experience as an instructor and evaluator, he is a regular presenter at state, regional, and national conferences and training events.
By LT Gary M. Schindele, USNSCC, Public Affairs Officer, Southeast Area, U.S. Naval Sea Cadet Corps and David G. Kilbury, Public Safety Director, Lake County Board of County Commissioners
Many in the Florida fire service can recall a specific childhood memory or public display event from their local fire department that provided their interest, desire, and direction to become an EMT, paramedic, or firefighter. It is quite possible that just such an event took place recently in Lake County, Florida that just might generate future public safety professionals.
During the week of March 16, the Navy Sea
Cadet Training Group - Southeast 01, held its annual spring training event at Camp Geneva, in Fruitland Park, Florida. The United States Naval Sea Cadet Corps is a national youth leadership development organization sponsored by the United States Navy.
During this week-long intensive training, boys and girls from throughout Florida came for a week of multi-disciplinary training courses including recruit orientation (boot camp), basic
medical, sea perch (underwater robotics STEM), and staff leadership development (train the trainer for cadets). In support of the medical training sessions, Lake County Fire Rescue was invited to collaborate as the lead instructional component for these bright and intelligent boys and girls. Training consisted of how Lake County Fire Rescue, and other fire departments and EMS services serve a vital role in their local communities. To assist in this
comprehensive medical training session, an advanced life support transport ambulance, along with an engine company was brought to Camp Geneva to share all aspects of fire and EMS services with the cadets. In addition, Lake County Fire Rescue provided certified instructors to teach and certify the medical cadets in CPR.
The US Naval Sea Cadet program has over 300 individual units across the United States and its territories. The program is for youth ages ten through high school graduation. With most young adults today having their only career aspiration to be that of a social media influencer, this was an excellent opportunity to introduce the next up and coming generation of impressive youth about that vast and important opportunities offered as a first
responder serving in their local communities.
If you are seeking ways to recruit and engage the next future generation of emergency medical technicians, paramedics and firefighters, consider contacting your nearest Navy Sea Cadet unit to collaborate and cooperate just such a partnership. Lake County Fire Rescue and the professionals that participated are looking forward to next year’s training session with more ideas and innovation to bring to this annual training event.
LT Schindele is also supporting the newly formed Junior Cadet Program with the Clermont Fire Department, which he retired from. More information can be found at www.seacadets.org or contact Gary at 321-6244610 or pao.searea@seacadets,org.
South Walton Fire District (SWFD) has hired one of its largest groups of firefighters in recent history, with the goal to staff an additional fire engine in April 2025.
Firefighter/EMT Aaryn Cooper, Firefighter/EMT Matthew Christensen, Firefighter/EMT Daniel Austin, Firefighter/Paramedic Wyatt Wiggins, Firefighter/EMT Cody Kilpatrick, Firefighter/EMT Saul Puente, Firefighter/Paramedic Carlos Vazquez, Firefighter/Paramedic Shawn Ramsey, and Firefighter/Paramedic Logan Cook officially joined the district at the start of March 2025. The new hires spend their first several weeks at SWFD taking part in fire-based and emergency medical training, which includes an
EMS preceptorship period alongside the District’s experienced paramedics.
Following the preceptorship, they are set to become part of district history with the staffing of SWFD’s sixth fire suppression apparatus. Prior to this year, the district has historically staffed five fire suppression units across its five stations.
“The new engine will be stationed on the eastern end of our District,” said Fire Chief Ryan Crawford. “Our community is growing rapidly, which means we are facing an increased demand and call volume year after year. Placing a sixth engine into service is a significant milestone for us that ultimately will lead to improved response times and a higher level of service for our residents and visitors.”
Alongside the newly hired firefighters, the district will promote nine officers in April 2025, to include six sergeants and three lieutenants. These promoted personnel will fulfill district-wide staffing obligations, including the new engine positions.
By Mackenzie McClintock, Public Information Officer, South Walton Fire District
Nor
th Por t Earns Florida’s First Gold Tier Recognition in Pediatric Readiness North Port Earns Florida’s First Gold Tier Recognition in Pediatric Readiness
By Dave Ingalls, District Chief, North Port Fire Rescue
North Port Fire Rescue is proud to announce that it has beenawarded Gold Tier status in the Prehospital Pediatric Readiness RecognitionProgram (PRRP), making it the first fire department in the State ofFlorida toreceive this designation. This recognition highlights NPFR’s dedication to providingthe highest level of emergency medical care for pediatric patients, ensuring that children in the community receive specialized, high-quality prehospitaltreatment.
“This recognition is a testament to our department’sunwavering commitment to the safety and well-being of North Port’s youngest residents,” North Port Fire Chief Scott Titus
said. “Achieving Gold Tier statusreflects the hard work and dedication of our personnel in ensuring that ever y child we treat receives the best possible care.”
The Florida Prehospital PRRP evaluates
EMS agencies based on their training, equipment, protocols, and ability to respond to pediatric medical emergencies effectively Gold Tier represents the highest levelof achievement, recognizing NPFR’s exceptional commitment to pediatric emergency care, continuous training, and disaster preparedness.
The recognition documents are valid for three years from thedate of notice of recognition. For more information about the program, visittheFloridaPrehospital PRRP webpage.
Ricochet Manufacturing: The Official Turnout Gear Supplier for the USAF
For over 25 years, Ricochet Manufacturing has been at the forefront of providing top-tier PPE for first responders across a range of industries. Our commitment to innovation, reliability, comfort, and safety has earned us the prestigious role of being the official turnout gear supplier for the United States Air Force (USAF) for the second consecutive
contract period through 2027. This recognition underscores our dedication to excellence and our ability to meet the rigorous demands of the USAF.
Innovative Solutions for Maximum Protection
At Ricochet, we don't just meet standards; we exceed them. Our PPE is designed to provide superior protection from thermal, chemical, and physical hazards while offering unmatched flexibility and comfort. Our non-PFAs composite solutions are a testament to our forward-thinking approach, offering advanced alternatives to traditional materials. This innovation ensures that our gear not only protects but also enhances the performance of firefighters in high-risk situations.
Tailored to Your Department’s Needs
Understanding that each fire department has unique needs, Ricochet offers highly customizable PPE. From fabric selection to stitching, every aspect of our gear is designed to provide maximum comfort, protection,
and mobility. Our Maximum Mobility™ (M2) design ensures exceptional flexibility, allowing firefighters to move freely without compromising safety. This tailored approach ensures that each firefighter receives the perfect fit and optimal performance.
A Trusted Partner in Firefighter Protection
Ricochet’s commitment to innovation and quality has made us a trusted partner for fire departments nationwide. Our rapid turnaround times and national dealer network ensure that fire departments receive their PPE quickly and efficiently, without sacrificing quality. Manufactured in an ISO 9001:2015 certified facility, our gear exceeds NFPA certification standards, providing peace of mind to those who rely on us.
Why Choose Ricochet?
•Unmatched Protection: Non-PFAs composite solutions provide advanced protection from heat, chemicals, and physical hazards.
• Peak Performance: Ricochet’s Maximum Mobility™ (M2) design ensures freedom of movement and comfort, reducing fatigue during long shifts.
•Tailored Fit: Customizable features allow fire departments to get the perfect PPE to meet their unique needs.
• Proven Quality: Manufactured in an ISO 9001:2015 certified facility that exceeds NFPA standards.
• Experienced Partner: With 25+ years of expertise, Ricochet offers a deep understanding of the needs of first responders.
For decision-makers seeking PPE that exceeds industry standards and supports first responders in the field, Ricochet offers a solution that combines cutting-edge technology with unparalleled protection.
Meet Brennan Norton, Your Southeastern Territory Manager
Brennan Norton, our Southeastern Territory Manager, is an integral part of the Florida Fire Chiefs' Association (FFCA). With experience working for Osceola County and Winter Park fire departments, Brennan brings valuable insights and expertise to her role. Her dedication to ser ving the firefighting community ensures that your department's needs are met with the highest level of professionalism and care.
Photo on left: Lt. Nate Carn from the DeLand Fire Department
Orange County Fire Rescue Recognizes New Recruits and Promotions
By Elyssa Walterson, Communications Assistant, Orange County Fire Rescue
On Februar y 26, 2025, Orange County Fire Rescue swore in 36 new firefighters, after months of extensive training. Joined by Orange County Mayor Jerry L. Demmings, alongside hundreds of friends and family, these individuals stood
side-by-side and took their oaths to begin their careers as firefighters. The ceremony additionally recognized the promotion of over 50 personnel throughout the department, including dispatchers, fire inspectors, plans examiners, lieutenants,
engineers, and the new Fire Marshall William Farhat, who was promoted in June 2024. Each of these individuals has put in countless hours of effort, and have demonstrated their dedication to their department and the community they serve.
Fire Marshall William Farhat
Positive Change Through Strategic Planning
By Dr. Eric Smith, EFO, Assistant Professor of Public Administration, Barr y University
Does your department plan for the future, or does it simply react to challenges as they occur? Without sound planning strategy, chances are you will be stuck permanently in the reactive mode.
What is strategic planning and how is it accomplished?
Strategic planning is the process that allows us to lay out a road map for the future of our organizations. Planning also assists us in avoiding the surprises and pitfalls that contribute to many public safety organizations being mired in a never-ending cycle of extinguishing daily organizational "brush fires" rather than developing a problem prevention strategy. Ben Franklin's observation that "An ounce of prevention is worth a pound of cure" is as appropriate now as it was in colonial times. Much research has been conducted in the area of planning and planning models. As a result, planning models have proliferated over the past half century. One of the most studied models was detailed in a 1957 essay authored by the eminent social scientist Charles Lindblom. Lindblom's essay was titled: TheScienceof MuddlingThrough. Lindbloom compared the efficacy of complex planning models against the incremental models used by much of the public sector He referred to the more complex model as the Comprehensive Rational Model. And to the incremental model as Disjointed Incrementalism.
Comprehensive rational planning is exactly what it sounds like what one would think it would be, an in depth scientific process to
control as many variables as possible. Generally speaking, the comprehensive model includes seven steps:
1. Identification of the issues or problems: Many times, in order to confront issues as quickly as possible this step is missed. However, issues cannot be confronted, or problems solved if they are not clearly and precisely framed.
2. Identification and affirmation of the core values and ser vices of the organization: What does your organization do well? How does it need to improve, and how does your mission or vision statement reflect your core values and services?
3. Development of several action plans in order to cover as many contingencies as possible: Normally, there is no, one best way, to confront issues or solve problems. Clearly framing the issue, or issues will allow staff to develop multiple action plans.
4. Selection of the most appropriate action plan: This step is where your planning efforts actually become part of your organization's mission or vision statement. And will hopefully steer your organization into the future you desire.
5. Getting feedback from organizational stakeholders once the plan is in place: Getting "buy in" is critical in making any planning effort successful. Now is the time to listen to what the plan implementers have to say
6. Using feedback to fine tune or "tweak" the plan to achieve the best outcomes: Not only is it import to get feedback, it's even more
important to give careful thought to the message being sent.
7. Evaluation to measure the success of your planning efforts: Unfortunately, this is the step most often neglected. Planning is a dynamic process. It requires constant analysis to measure its efficiency and efficacy, and possibly even a complete change of direction.
The good news about the comprehensive rational model is that it is a reliable, valid method of mid and long-term planning. The bad news is that this model is staff intensive, time consuming, and can be expensive. This model works best for new, complex programs, and other problem area that don't easily lend themselves to simple answers.
Lindbloom referred to the second model as Disjointed Incrementalism. His implication was that this method is hap hazard and based only on past per formance and needs, rather than planning to meet the needs of the future. Although this view is somewhat true, it does not take into consideration that organizational programs that are meeting expectations may not need wholesale change. In fact, if the comprehensive rational model has been used successfully previously, there should only be a need for incremental changes.
Although, there are many planning models, there is no "one size fits all", or even one best planning model. The key to successful organizational planning is first determining what challenges, issues, and roadblocks your organization faces and then choosing a planning model to address those needs.
By Doreen Overstreet, APR, Public Safety Information & Education Officer, Seminole County Fire Department
The Seminole County Fire Department
(SCFD) recently began fielding a Mobile Simulation Lab to provide department crews with enhanced in-depth EMS (Emergency Medical Services) training and re-certification opportunities right at their fire stations.
The Lab, converted from a retired rescue chassis, leverages simulation and monitoring technology to provide firefighters with hands-on training opportunities beyond what they might receive in a traditional classroom setting. The back of the Lab is laid out as an in-service rescue unit, where crews can practice lifesaving techniques on one of three advanced EMS manikins while training staff watch from the cab via six embedded cameras. Instructors can also provide live voice feedback to crews in the lab space and record footage from the lab’s cameras for future training purposes.
The Mobile Simulation Lab’s in-chassis vehicular nature allows it to be deployed at individual fire stations throughout the County, giving crews the opportunity to take advantage of its enhanced training capabilities without
having to incur extended out-of-service periods for off-site training at Seminole County’s Training Center in Longwood. The department plans to train a cadre of instructors on each shift how to operate the Lab, allowing it to be utilized as a teaching platform at any time.
“Last year alone, our crews conducted nearly 17,000 hours of EMS training,” said SCFD Fire
Chief Matt Kinley. “EMS training is extremely important as many of our calls are medical related. This Mobile Simulation Lab unit uses technology to provide our crews with a robust platform for training and education beyond our existing capabilities, in a flexible package that allows us to maximize its benefit while minimizing potential strains on our resources.”
Oviedo Welcomes Two New Firefighters
By Lisa McDonald, Communications Manager, City of Oviedo
The City of Oviedo proudly welcomed two new firefighters to its ranks during a swearing-in and pinning ceremony at Oviedo City Hall on Friday, March 7, 2025.
Firefighters Oliver Teal and Victor Velasquez III officially took their oaths before being assigned to their shifts, marking the culmination of rigorous training and orientation. Before stepping into their new roles, the firefighters trained alongside battalion chiefs, engineers, paramedics, lieutenants, and instructors, mastering critical skills such as hose line operations, hydrant work, rapid rescue techniques, forcible entry, vehicle extrication, and aerial operations with the department’s tower truck.
Oviedo Fire Chief Michael Woodward led the ceremony, officially swearing in Teal and Velasquez. He commended the two new firefighters for their dedication, emphasizing the values that define the department.
“I am excited to welcome Firefighters Teal and Velasquez to the Oviedo Fire Department,” said Chief Woodward. “Their enthusiasm and passion for the fire service will contribute to the great service we provide to the citizens of Oviedo,”
As the newest members of the department, the firefighters also received words of wisdom from Chief Woodward. “Always remain humble and never stop learning.”
Meet
the New Firefighters
Firefighter Victor Velasquez III, originally from Miami, relocated to Orlando two years ago and graduated from the Fire Academy in Orlando. His dedication to service runs deep— before becoming a firefighter, he served four years in the U.S. Coast Guard and continues his commitment as a member of the Army National Guard, recently returning from deployment.
Firefighter Oliver Teal brings an
international perspective to the department. Originally from a town just north of Manchester, England, Teal has lived in the U.S. for 13 years, with the past eight spent in Florida. His inspiration to become a firefighter sparked while living next to a fire station in Polk County, where he witnessed the impact of first responders firsthand.
The ceremony was attended by Mayor Megan Sladek, council member Alan Ott, City Manager Bryan Cobb, as well as fire command staff, fire department personnel, and city staff. Family members of the new firefighters also gathered to celebrate this milestone, marking the beginning of their journey in ser vice to the Oviedo community.
With their official pinning, Firefighters Teal and Velasquez now embark on their mission to protect and serve, joining a department known for its excellence, dedication, and unwavering commitment to public safety.
The Palm Coast Fire Department is welcoming five new firefighters to the team. The addition of these vital personnel reinforces the department's commitment to excellence and ensures the future of fire service in Palm Coast.
Since August 2024, Kylee Burns, Jesus Cordova, Andrew Dills, Mark Paraskiv, and Zayne Smith have officially joined the ranks. These new firefighters were honored in a special ceremony at the Palm Coast Community Center, where they were proudly pinned by their loved ones.
"This isn’t just a job—it’s a calling," said Fire Chief Kyle Berryhill. "We’re not just adding firefighters; we’re welcoming new family members. These men and women are stepping up to ser ve our community with courage and dedication, and I couldn’t be prouder of them."
The new hires are part of the department’s long-term succession plan, ensuring that Palm Coast remains well-prepared for the future. As these new firefighters begin their journey, they carry forward the proud tradition of family, loyalty, and integrity that defines the Palm Coast Fire Department.
In addition to recognizing new members, the Fire Department honored firefighters for their heroic, life-saving efforts. Lieutenant Patrick Juliano, Lieutenant Jeremy Barton, and Firefighter Osvaldo Sene were awarded CPR Life Saving Awards. Fire Chief Berryhill, joined by CPR survivor Mr. Andrew Bekas—who suffered a cardiac arrest at Holland Park in August 2024—proudly presented the CPR Life Saving Award Ribbons. Additionally, Lieutenant Joseph Fajardo, Christopher Cottle, and Junior Firefighter James Robles were recognized with CPR Life Saving Awards. They also received a heartfelt letter from CPR survivor Ms. Patricia Baker, who was unable to attend but expressed deep gratitude to the firefighters who saved her life.
In addition to the firefighter awards, community members Krystal DeWind, Steve Flanagan, Kathy Lewis, Phorn Moeuy, Scott Nicoll, and Christina Vilay were also recognized for life-saving efforts and performing CPR that resulted in the saving the lives of Mr. Andrew Bekas and Ms. Patricia Baker.
Life Saving Pet Masks Donated to Seminole County Fire Department Stations
By Doreen Overstreet, Public Information Officer
Seminole County Fire Department recently received a donation from the nonprofit Mona Pants Foundation for life saving pet-specific oxygen masks. Thanks to the generosity of their dedicated supporters, first responders can now have more pet oxygen masks, which aide pets in emergencies such as fire or accidents. This will not only be saving the lives of pets but also providing peace of mind to their owners.
In addition, the U.S. First Responders Association donated an additional pet mask per ever y station at the Seminole County Fire Department (20 in total).
“We utilize pet masks on scene quite frequently,” said Training Lieutenant Joshua Marzolf who helped facilitate the donation. “We do have pet oxygen masks, but we are always needing more and are very thankful for the generous donations do our first responders to help save our Seminole County pets.”
“At Mona Pants Foundation, we firmly believe that every pet deserves the same level of care and compassion as their human counterparts.Pets are cherished members of our families,” said Keli Hogan of the Mona Pants Foundation. “Our dedication to this mission is rooted in the countless heartwarming stories we have received describing how these masks have played a pivotal role in saving the lives of pets caught in dire situations. “
Photo: Lt. Josh Marzolf, Engineer/Paramedic Michael Juachon, Lt. Jeremey Saunders and Engineer Austin Colburn pictured with a donated pet oxygen mask and therapy dog Winston
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Escambia County Fire Rescue Responds During Epic Winter Storm
By Davis Wood, Public Information and Education Officer – Public Safety
During a snowstorm that blanketed northwest Florida in January, the firefighters of Escambia County Fire Rescue braved the snow and ice, responding to almost 400 calls during a span of three days that featured heavy snowfall, low visibility and dangerous, icy roadways. Despite that, ECFR never faltered. When not responding to emergencies, ECFR firefighters took in the epic event, building snowmen, participating in snowball fights with local youth, and set up incredible photo opportunities with the engines. In total, Escambia County Public Safety responded to nearly 1,000 emergency calls. Emergency Communications dispatched 960 calls for service throughout Escambia County, with Escambia County EMS responding to 568 calls and ECFR responding to 392.
City of Palm Coast to Install Safe Haven Baby Boxes
By Lieutenant Patrick J. Juliano, Public Information Officer
The Knights of Columbus Notre Dame Council #10514, based at Santa Maria del Mar Catholic Church, Flagler Beach, FL, ceremoniously presented a check to Mayor Mike Norris, the Palm Coast City Council, and Fire Chief Kyle Berryhill on behalf of the City of Palm Coast to fund the purchase, delivery, and installation of a Safe Haven Baby Boxes.
Leading the fundraising efforts, the Knights—along with generous contributions from local civic groups, residents, and Santa Maria Del Mar parishioners—raised over $38,000 to support this life-saving initiative.
The Safe Haven Baby Box is set to be installed at Palm Coast Fire Station 25 later this spring. Currently, these baby boxes are in 15 states nationwide, including one in Ocala, Florida. This will mark the first Safe Haven Baby Box on Florida’s east coast.
Palm Bay Fire Rescue Places New Engine in Service
By John Ringleb, Assistant Fire Chief, PIO
March 18, the brand-new Engine 9 arrived at Station 5 for its official "supermodel" photo shoot. Already in service, Engine 9 is now helping to protect the rapidly expanding southeastern sections of Palm Bay. Over the past 18 months, the city’s growth has led to a dramatic increase in emergency calls, which has increased the need for Palm Bay Fire Rescue's services. This new engine is equipped with state-of-the-art tools to better support our firefighters. Some of the new gear includes personal thermal imagers, a brand-new Stryker LifePak 35, the latest video laryngoscopes, eHydraulic Hurst tools, and much more. With this addition, the team is better equipped to meet the needs of the growing community.
Escambia County Responds to Structure Fire
By Davis Wood, Public Information and Education Officer – Public Safety
On Thursday, January 30, Escambia County Fire Rescue (ECFR) responded to a residential structure fire off Trent Street in Pensacola. Upon arrival, heavy flames and smoke were visible from the single-story structure. ECFR rapidly applied water and brought the situation under control by 12:47 p.m. The home suffered heavy damages and will require extensive repairs before being reoccupied. There were no injuries or fatalities. ECFR conducted the investigation and determined the fire to be electrical and began in the carport. Assistance was provided by Escambia County EMS and Florida Power & Light.
Escambia County Responds to Structure Fire
By Davis Wood, Public Information and Education Officer – Public Safety
Following the once-in-a-generation snowstorm that impacted Pensacola, Escambia County Fire Rescue (ECFR ) responded to a residential structure fire off Mallory Street, battling significant flames and snowy, icy conditions. Heavy flames and smoke were visible from the attic of the single-story wood-framed home. Firefighters accessed the fire and rapidly applied water. Due to the quick response, the flames were extinguished by 4:29 p.m. The damages were confined to the front, right attic space. The home can be tenable again with repairs. There were no injuries or fatalities. ECFR conducted the investigation and determined the fire was caused by a failure of the interior electric panel. The residents were alerted to the fire by an ECSO deputy who drove by and noticed smoke coming from the attic. Assistance was provided by Escambia County EMS, Escambia County Sheriff’s Office, and Florida Power and Light.
St. Cloud Fire Rescue Adds Firefighters, Promotes Key Positions
By Andrew Sullivan, EPIO, Sr. Public Information Manager, St. Cloud Fire Rescue Department
The St. Cloud Fire Rescue Department held a pinning and promotional ceremonyon Monday, February 24 to swear into service 11 new firefighters, a new Deputy Chief of Professional Standards, and to promote three current staff to new, key roles. The event highlighted our department’s ongoing efforts to meet thegrowingneeds of the community and to improve public safety.
“I’m proud to welcome these new firefighters into the department, and to promotesuch outstanding staff to roles Ihave every confidence they will fulfill withexcellence” saidFire Chief Jason Miller. “In an era of increasing complexity andrisk, hiring, and promoting quality personnel is the best investmentwe can make inpublic safety.”
New SCFR Firefighters Dylan Arias, Blake Carter,Carson Estrada, AntonioFalotico, David Hunter, ChristopherMaldonado, Shawn McAllister, TravisPeterson, Jacob Snow, BrandonTaylor, and James Yeager each completed arigorous training programand are now sworn to ser ve the residents of the City ofSt. Cloud.Deputy Chief of Professional Standards Michael Capranica, who joined the department last month, also was sworn into service as part of the ceremony.
In addition to the new hires, the department
also celebrated the promotions of David Miller to Assistant Chief, TylerGraves to Lieutenant, and Angel Rodriguez to Engineer The ceremony was attended by local elected officials Mayor Chris Robertson and Council Member Jennifer Paul, and we thank them and the rest of the City Council for their support ofpublic safety initiatives. In the past year substantial investmentsto SCFR facilities have included the construction of the new MacAllister FireTraining Facility, new Fire Station 34, and plansare in place now to replaceexisting Station 32 and add two
additional stations in the immediate future. “The safety of our residents is paramount” said Mayor Chris Robertson. “I am committed to hiring, training, and equipping our first responders to ensure ever yresident knows they will be cared for when they need it most.” The St. Cloud Fire Rescue Department is committedto providing the highest levelof service to its community. Theaddition of these new firefighters and thepromotion of existingmembers will further strengthen the department’s ability toprotectand serve the residents of the City of St. Cloud.
