Credit: February 7, 2025. By: Brandon Douglas Firefighter Nation
As firefighters, we rely on our tools. From halligan bars to self-contained breathing apparatus to flathead axes, our tools are versatile, dependable, and always ready to help us work through unexpected challenges. Just as we value adaptability and dependability in our fireground tools, we need the same from our mental health and well-being tools. One of the most effective and versatile mental health tools is the time-tested, super-simple pen and paper.
Journaling helps build self-awareness, drives personal growth, and encourages meaningful self-reflection. It provides a means to detach, transforming subjective experiences into tangible words on a page. These 18 inches of detachment make it easier to process experiences, enabling us to become more resilient, present, and grateful in our daily lives.
While it may seem too simple—just a pen and some paper—journaling can profoundly impact your mental health and emotional resilience. Let’s explore how to get started with one of the most straightforward yet powerful tools at our disposal.
QUICK START GUIDE: BUILDING THE HABIT
START SMALL
Building a new habit doesn’t have to be overwhelming. Let go of any preconceived notions of what journaling “should” be. There are no rules, word count, or grammar requirements; just start. Take advice from Atomic Habits author James Clear: keep it simple, make it easy, and aim for consistency. In the beginning, commit to writing just one line per day.
FOCUS ON GRATITUDE
For that one line, make it something you’re thankful for. Write about a moment you appreciated from the day before (assuming you’re journaling first thing in the morning). Dig deep; be specific. Do this consistently, and you’ll notice gratitude profoundly affects your mindset. Cultivating it through journaling will help you stay grounded, become more resilient, and be more and more aware of all the good around you.
MAKE IT EASY
Set yourself up for success by placing your journal somewhere you’ll see at the same time every day—on your nightstand, by the coffee maker, or on your desk. Make journaling part of your existing routine so it’s easy to remember and even easier to accomplish.
BE CONSISTENT
Again, just one line per day, every day. If you miss a day, no worries. Just try not to miss two in a row. Over time, this small, daily habit will grow into a practice you rely on to process your experiences, improve your mental fitness, and cultivate a greater sense of well-being.
A NOTE ON GRATITUDE
When starting, focusing on gratitude can be especially beneficial. Writing about something you’re grateful for each day shifts your mindset, helping you see the positive aspects of your life even during difficult times. Over time, this practice rewires your brain to focus on what you appreciate rather than what you lack.
For example, you might write about the camaraderie of your crew after a challenging call, the quiet calm of the apparatus floor just before shift change, or the satisfaction of a job well done. These moments, when documented, become anchors of positivity that help you navigate the more challenging days.
IT’S A JOURNEY, NOT A DESTINATION
Building a journaling habit takes time, but the rewards are worthwhile. What begins as a simple, one-line-a-day habit can evolve into a powerful practice that fosters clarity, gratitude, and resilience.
Over time, journaling will become a foundational tool you rely on—not just in your work as a firefighter but in every aspect of your life. It will help you navigate the challenges and joys of being a parent, spouse, friend, and human being.
Just as you wouldn’t face a fire without the right tools, don’t face life empty-handed. Journaling is a dependable, proven, and adaptable tool for strengthening your most significant asset: yourself. Start today. One line. One moment of gratitude. One step toward a better you.
About The Author: Brandon Douglas has 22 years in the fire service and is the division chief over training and development for Rural Metro Fire in Knox County, Tennessee. He holds a bachelor’s degree in psychology from American Public University and is working toward a master’s in organizational leadership through the University of the Cumberlands.
We train ourselves to save others quite often, but at least once a year, we train on how to save ourselves. Thank you International Association of Fire Fighters for instructing this Firefighter Survival training day with multiple Fire Departments from around Southern California, at our Frank Hotchkin Memorial Training Center.
And always remember to… Train as if your life depends on it! (Because it does.)
The policy comes after Belgium firefighter Sgt. Johnny Beernaert sustained fatal injuries while riding an FDNY boat that collided with another boat.
By Janon Fisher and Thomas Tracy – Source New York Daily News
NEW YORK — No civilians will be allowed to ride on New York City Fire Department fireboats unless the trip is approved by the department’s chief of fire operations, the FDNY said Friday — five months after a rogue fire boat trip ended in the death of a visiting Belgian firefighter.
The codified rules come as the estate of Sgt. Johnny Beernaert prepares to sue the city over the fatal June 17 East River crash, the Daily News has learned.
In a notice of claim filed with the city Comptroller’s office, attorneys for Beernaert’s estate say the department was “negligent in inviting and/or permitting civilians to ride as passengers” on Marine 1 Bravo, a 31-foot-long fireboat that docks in the Hudson River.
The still unfiled wrongful death lawsuit will be seeking damages for his wife Heidi Vermandel and their two children, the notice of claim, which was filed in September, states.
Beernaert and his wife were taking a ride across the East River at 11 p.m. when Marine 1 Bravo collided with the charter boat the Honcho near Pier 11. The Belgian suffered a head injury in the crash and died at Bellevue Hospital. Vermandel was not harmed.
At least two other civilians, identified as a retired FDNY firefighter and his wife, were also on the boat, but not injured.
The clarified FDNY policy, which was distributed to its members Friday, makes it clear that all “harbor familiarization tours not authorized by the Chief of Operations (or designee) are strictly prohibited.”
The city’s Department of Investigation recommended that the FDNY clarify its rules about civilian boat rides to make sure everyone is aware of the policy, an FDNY source said.
“Officers shall not permit passengers on FDNY marine vessels for non-emergencies, unless (they) are members of the department or are assisting in the performance of official department business or operations, or the officers have received approval through the chain of command,” the policy indicates.
Non-fire personnel are usually not allowed to ride on marine boats without permission, but in the past the approval came from officers at the Marine Unit, not by higher ups at headquarters, an FDNY source said.
“It’s not like the pilot of the boat can say, ‘Come on let’s go for a ride!’” the source said.
The policy goes on to say that any requests for civilians to ride on an FDNY fireboat must be submitted to the Chief of Marine Operations, who will then forward the request to the Chief of Operations office.
It also indicates that no less than one officer and two firefighters must be on any approved familiarization tours and conduct a safety briefing for all passengers who are approved to ride on the boat.
During the June 17 crash, an on-duty firefighter was driving the boat, but he was the sole Marine Unit member on board, a department source said.
The FDNY dry-docked three Marine 1 fire officers — a lieutenant, a captain and a battalion chief — following the crash, pulling them from their regular duties and assigned to administrative jobs within the Marine Unit.
Neither the firefighter on the boat, who passed all drug and alcohol tests following the crash, nor his superiors have been hit with criminal or disciplinary charges as the Coast Guard continues it’s investigation. An email to the Coast Guard was not immediately returned.
Multiple efforts to reach the owner of the Honcho have been unsuccessful.
Lawyers representing the Beernaerts’ estate did not return calls for comment.
As the world begins to reopen, the fire service needs to train and gather more than ever. INTERSCHUTZ USA fills that need, bringing to America what audiences around the world have always enjoyed at INTERSCHUTZ (Germany), a success story that dates back more than 60 years. The show, taking place this October, will showcase the world’s best in training, equipment and technology for firefighters, fire rescue personnel and EMS personnel.
This October 13-16, Philadelphia, PA will be transformed to a hub for the fire service and related outfits, featuring three full days of exhibits including fire service manufacturers, providers and resources from the U.S. and around the world. Attendees can participate in intensive workshops, three days of comprehensive conference sessions, product demonstrations and networking opportunities available to all attendees.
INTERSCHUTZ, Germany’s premiere fire event, is bringing training, technology and equipment for fire and EMS to the U.S. for the first time in October 2021. (INTERSCHUTZ)
Conference sessions and trainings at the show will discuss timely topics for the fire service and will be led by highly-vetted instructors. The show’s Incident Management sessions are now live at interschutzusa.com/training. The remaining conference sessions will be made public throughout the summer on a track-by-track basis, including an Instructor Track in partnership with the International Society of Fire Service Instructors (ISFSI), content around Recruitment and Retention, content around Diversity & Inclusion, a Leadership track and EMS content.
Show Manager Rachel Lesczynski is excited to get this year’s show off the ground: “INTERSCHUTZ USA brings the global fire service perspective to the U.S. It is vital that we engage fire service leadership from around the world, not only to identify topics and need but also to secure appropriate instructors. Support from the Conference Advisory Board, Philadelphia Commissioner Adam Thiel and the global INTERSCHUTZ family was instrumental in our ability to bring this conference to Philadelphia; being able to finally gather again in person will give attendees the chance to experience hands-on demos and face-to-face interactions with peers.”
ACTIVITY AND EDUCATION LEADING UP TO THE SHOW
With training needs as they are in the U.S., INTERSCHUTZ USA knew it could create opportunities to keep the fire service engaged even before in-person events were ready to take place. Show organizers created the INTERSCHUTZ USA Digital Shift, a year-round webinar series. Each session, taking place at least once per month, covers a specific issue like “Making the Case for the Half-Story in Your Size-Up,” which took place on May 18. Presenters include leaders in the U.S. fire service, INTERSCHUTZ USA speakers and Conference Advisory Board members. Content leading up to the show will be released soon, between show conference session announcements.
INTERSCHUTZ USA will provide expertise and perspectives from around the world on common fire service topics. The show aims to provide the opportunity for broader views and conversations among a global fire service united in protecting its citizenry.
Similarly, INTERSCHUTZ USA 2021 will offer dedicated EMS/Rescue content. Too many U.S. fire rescue events fail to address this in their curriculum, even though an incredibly high percentage of fire service responses are EMS. INTERSCHUTZ USA changes that paradigm.
BUILDING ON A STRONG HISTORY
The Philadelphia fire community has provided local support to make sure the event is not only a valuable training opportunity but also an exciting opportunity to network with peers and industry leaders. When combined with the city’s access to the eastern U.S. – Philadelphia is within a four-hour drive of 44% of the U.S. fire service – its strong sports presence, renowned American history, phenomenal dining, shopping and more, it is clear why Philadelphia will be the place to be this October.
THE LEADING BRAND IN FIRE AND RESCUE
INTERSCHUTZ USA is the most recent addition to the INTERSCHUTZ Worldwide portfolio, which includes AFAC (Australia), CEFE (China) and REAS (Italy). Audiences around the world have enjoyed the unique emotional experience, personal encounters and feeling of common purpose provided by INTERSCHUTZ (Germany), the world’s largest trade show for fire and rescue services for over 50 years. Taking place every five years in Hannover, Germany, INTERSCHUTZ attracts a unique mix of commercial and non-commercial exhibitors. Companies unveil their latest innovations at the show, while fire and rescue service professionals show the latest in equipment and systems in action on an outdoor demonstration ground.
Veteran firefighter Nick Luby, who is currently the assistant chief in Oakland, will become the next fire chief of the Alameda Fire Department.
September 17, 2021 – By Peter Hegarty – Source East Bay Times
Sep. 17—ALAMEDA, CA — A veteran Oakland firefighter will become the next chief of the Alameda Fire Department.
Nick Luby, currently an assistant chief in Oakland, will take over the top spot, Alameda City Manager Eric Levitt announced Wednesday.
Levitt initially said he was “very close to finalizing all the details” of the appointment in a Sept. 7 email to the City Council and top city officials. Luby will start Oct. 18.
“I have found Nick to be an experienced leader and believe he will be a great fit for the city of Alameda,” Levitt said in the email.
Luby will replace Edmond Rodriguez, who took over as chief in November 2017 from Doug Long, who retired a few weeks earlier after serving more than 29 years as an Alameda firefighter.
In March 2020, Rodriguez went on medical leave. He did not return to duty and officially stepped down in December, Levitt said. Rick Zombeck, who has been with the department since 1983, has been serving as interim chief while the city searched for a permanent replacement.
Twenty-six people applied for the post, Levitt said.
“I am very excited to join the Alameda team and utilize my 23 years of experience to support and advance the Alameda Fire Department and the greater Alameda community,” Luby said in a statement. “As fire chief, I’ll work to ensure that we are unwavering in our responsibility to professionally serve our community 24/7/365.”
The compensation package that Alameda will provide Luby was not immediately available. But when the city advertised the position, the annual salary range was described as $222,002 to $269,846, depending on the candidate’s qualifications.
The amount does not include benefits, which will include a city-provided vehicle.
Luby has worked with the Oakland Fire Department since 1999. He previously worked with Cal Fire for 18 months.
“My wife and three daughters value the sense of community and diversity that residing in the Bay Area offers and are excited at the prospect of me becoming the leader of the Alameda Fire Department,” Luby said in his application. “My family is embedded in the East Bay, with all three children currently attending Oakland Unified schools.”
He added: “It goes without saying the Luby family is ‘rooted in Oakland.’ This new career opportunity close to home will be a family adventure that we embrace and look forward to participating in together.”
In Oakland, Luby has served as an emergency medical technician, a paramedic and a trained boat operator, and he has been a swift water rescue technician.
(c)2021 the Contra Costa Times (Walnut Creek, Calif.)
Visit the Contra Costa Times (Walnut Creek, Calif.) at www.eastbaytimes.com
The Father’s Day Fire, 9/11, Superstorm Sandy and COVID-19 triggered evolutions to the FDNY in ways expected and otherwise.
September 11, 2021 – Thomas Richardson – Firehouse.com
The FDNY’s 20-year journey since Sept. 11, 2001, has been challenging and emotional—and the impetus for self-reflection as an organization.
Father’s Day, June 17, 2001
The FDNY responds to approximately 4,000 medical emergencies and 1,500 fires and other emergencies every day. On a typical day in New York City, we might have as many as a dozen working structural fires. Father’s Day 2001 was no different, except for the fact that we experienced a tragic fire in a commercial building and lost Firefighter John Downing, Firefighter Brian Fahey and Firefighter Harry Ford, when a massive explosion occurred about 30 minutes into the operation at the building.
Why do I begin by mentioning this fire? The members who were on scene that day were faced with a chaotic, emotional situation yet continued to operate to recover our brother firefighters. This started the process of making some needed change within our department as well as in the fire and building codes in New York City (NYC). We learned much and persevered moving forward.
September 11, 2001
On September 11, 2,977 souls were murdered by 19 hijackers, inclusive of the World Trade Center, the Pentagon and the site at Shanksville, PA.
The FDNY is a large and robust organization that’s capable of responding to and handling just about any emergency. Admittedly, we were humbled on 9/11. We needed assistance. We lost several of our senior leaders, including our Chief of Department Peter Ganci Jr. With several hundred members missing and two 110-story buildings completely collapsed and still burning, we needed to quickly adapt, improvise and overcome. I can say proudly that we were able to do that but with a lot of assistance. We are rather good at incident command for most fires and emergencies, but for an event that was as large and as complex as 9/11, we needed to learn from others.
Early on, an incident management team (IMT) from the state of Alaska came to assist to establish and organize a solid framework for command moving forward for several months. We learned what an IMT is and how valuable a formalized expanded incident command system structure would be. We were introduced to the incident action plan concept for long-term events. We learned how really important a unified command structure is and of the value of building relationships with other agencies and partners.
The FDNY hired the consulting firm McKinsey & Company to study our response to 9/11. The firm produced a report that focused on how to increase the FDNY’s preparedness moving forward. Key recommendations that were in the report included: significantly improve our communications infrastructure and radio systems; develop technology to instantly account for members who operate on scene of fires and emergencies; build an automatic recall capability to enable the department to quickly bring in off-duty members when faced with a complex, long-duration incident; and develop a state-of-the-art Fire Department Operations Center (FDOC) to be a central node for situational awareness and reporting to senior leaders and field commanders.
One of the most rewarding relationships that resulted from the 9/11 attacks is the partnership with all of the branches of the military. The military has played a large role in the FDNY’s professional development and leadership programs. This relationship continues to evolve and is stronger than ever.
Superstorm Sandy
Superstorm Sandy hit the NYC tri-state area on Oct. 29, 2012. We experienced what essentially was a conflagration in the southernmost part of the city. NYC had 43 fatalities. Sixty-five hundred patients had to be evacuated from certain hospitals and nursing homes; 90,000 buildings were in the inundation zone; 2 million New Yorkers were without power; numerous major transit hubs flooded.
Eleven years after 9/11, little did we know that much of what we learned from 9/11 would be the foundation for future major emergency responses.
If that wasn’t enough, a strong nor’easter hit the east coast nine days later.
Many of our members were severely affected, losing their home and belongings. A fire lieutenant who lived in South Queens in Rockaway would receive the highest medal of valor that we award. He and his teenage son donned wetsuits and, using surfboards, rescued 25 people as houses were engulfed by fire.
Photo credit FDNY
Much of the planning that was done to prepare for major storms would come to fruition. We were able to sustain continuity of operations even amid the circumstance whereby many of our firehouses and EMS stations were being flooded.
Once again, the FDNY learned and adapted its capabilities. We truly understood the benefit of decentralizing command. Headquarters served as an area command, and our five borough commanders that were closest to the boots on the ground managed their resources to accomplish the mission.
We expanded our swiftwater capabilities within our Special Operations Command. We added high-axle vehicles. Several units that are located in flood zones received training in the use of flat-bottomed boats to access flooded areas.
Prior to Superstorm Sandy, the IMT only operated outside of the city at other major events around the country. Sandy was the IMT’s first major deployment within NYC, and it performed several different missions admirably.
COVID-19 Pandemic
The first pandemic memo that we in the FDNY published to our members was on Jan. 28, 2020. It basically gave a brief synopsis of what was happening in Wuhan, China, and that we would need to prepare for those who were traveling from that region.
The first case of COVID-19 in NYC was reported on March 1, 2020. The FDNY had two major concerns: Do we have enough PPE and how will our workforce be affected? Will we be able to maintain continuity of operations if a large part of our workforce becomes sick?
FDNY Chief of Department John Sudnik requested that our Center for Terrorism and Disaster Preparedness prepare an executive-level tabletop exercise to play out the scenario. This occurred on March 10, 2020. As the case load in the city started to mount and more of our members became sick, we adapted by changing the work schedules of firefighters, EMTs and paramedics to maintain adequate staffing levels. FDNY Chief Medical Officer Dr. David Prezant was our guiding force when it came to appropriate levels of PPE and on what members should wear to protect themselves. The IMT was put in charge of managing our PPE inventories. Our Management, Analysis and Planning Unit (MAP) was tasked with creating electronic dashboards for senior executives to use to manage staffing, PPE, unit activity, medical leave rates and other metrics.
Photo Credit FDNY
At the height of the pandemic in the spring of 2020, specifically early April, our Bureau of EMS had a day with 6,500 medical responses (on a normal day, it does 4,000). In NYC, we average about 60–70 cardiac arrest calls each day; during this time, we saw 250–300 per day. Our members saw a lot of death. We have a young workforce, particularly in our Bureau of EMS. This no doubt had a significant effect on our members. In fact, regretfully, we had a couple of suicides. Our Counseling Service Unit, which in my opinion is the best in the business, was overwhelmed by the situation.
We modified responses to medical calls for our fire units to try to preserve the workforce. This was a priority strategy for us. Our medical leave rate normally is about 7 percent on any given day. At the height of the pandemic, we were close to 20 percent. To date, we have had more than 7,000 members contract COVID and take medical leave at some point. This represents about 50 percent of our fire and EMS workforce. Sadly, 15 of the FDNY—six uniformed members (one firefighter, five EMS) and nine civilian support staff employees—lost their life because of COVID. We also remember Paramedic Paul Carey from Colorado Springs, who answered our call for help from outside of NYC, who passed away because he contracted COVID.
Remarkably, no FDNY frontline responder who works on an ambulance or in a fire company died from COVID.
Even with the staffing and schedule modifications, our members worked a lot, and we knew that this wasn’t a healthy recipe, but we knew that we had to continue to perform our mission.
So, what did we learn? We know we didn’t get everything right.
We had an existing Pandemic Response Plan that was very detailed. As we evolved throughout this pandemic, we dusted off the plan and revised it. This was done methodically, with the guidance of our medical professionals. We used data extensively. We constantly reminded ourselves that we had a mission and had to continue to meet that mission.
Our relationship with the labor unions was a key factor in being able to make changes on the fly to sustain staffing and service. I certainly won’t say that we didn’t experience bumps in the road, but the FDNY and the unions were able to work together for the greater good.
Arguably, the key to making it through the pandemic was communication. It had to be timely, it had to be accurate, and, most importantly, it had to be transparent. Our members essentially were bombarded with information every day, sometimes several times a day. In fact, we finally decided that all messages would be transmitted at the same time each day because of the volume of information and guidance that we put out. The unions’ use of their platforms to message the membership was helpful. Our IMT Public Information Officer function was invaluable, helping us to draft regular updates to be disseminated to the field.
Technology became a very important tool in communicating with the field. As Chief of Operations at the time, I was able to use a Webex platform to communicate in real time to the on-duty field units with important information and, very importantly, my leader’s intent. As senior executives, we often are accused of not being in touch with the boots on the ground. We wanted the troops to know how much we cared about them and that all of us who were working in headquarters were committed to making sure that they had what they needed to do their job and that they were being heard.
One of the things that I felt was most helpful was when we deployed our senior executives to visit firehouses and EMS stations to personally visit with the troops—taking questions and hearing the members’ concerns. The most frequent concerns that were expressed by the members, particularly at the height of the pandemic, were the lack of available COVID testing and the worry about members bringing the virus home to their family. We eventually were able to provide testing capability, and NYC did institute a hotel program for members.
One of the best definitions of resilience is “the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress.” I would argue that the fire and EMS service along with the health care profession took resilience to another level.
Moving forward
Responding to and managing major crises is challenging, emotional and absolutely stressful. In my humble opinion, we need a set of guiding principles to be successful. We can’t always predict the outcomes, but we certainly can affect process.
These claims definitely can assist our organizations in beginning to discuss how to prepare for these events that we call, generally, crises or disasters.
In conclusion, I present to you the triangle, which is the strongest of geometric shapes. If one side fails, the triangle collapses. We all know that a strong foundation is critical. Throughout these past 20 years, I believe that our foundation has remained strong and maybe even became stronger as a first responder community. Along the way, we have developed relationships and networks that provide support at all levels—organizationally, strategically and tactically.
With a strong foundation, a willingness to self-reflect and understanding of our guiding principles as individuals and as organizations, we can sustain a focus on our mission to serve.
Guiding Principles
Preparedness: Sounds easy, but it isn’t. It requires commitment, not only individually, but collectively as an organization. It starts at the top. An organization that’s committed to being prepared must get buy-in from the troops. It’s a daily routine of being prepared, not only for the major incident. If we have a preparedness mindset, it’s easier to be ready when disaster strikes.
Trust: Everything that we do in this business is about trust—trust in oneself and trust in one another. If we don’t have trust, we don’t have relationships. Without relationships, we can’t accomplish the mission.
Respect: Respect for others, respect for differing opinions and views. Very simply, if we treat people with respect, they might be more willing to listen to our ideas. Organizationally, we must have the utmost respect for our workforce, for without them we don’t exist.
Teamwork: As all of you know, there is no “i” in team. To be a cohesive team, we must have mutual respect and trust in one another. The very essence of the work that we do is incumbent on the success of the team. This should be preached by leadership constantly.
Moral Imperative: When we all raised our right hands to be first responders, we should have understood the moral imperative that we are expected to adhere to. We have a duty to act, a duty to respond, and a duty to be prepared to the best of our ability. This can’t be taken lightly. I believe this is a key principle in our business.
As call volumes and the city’s population continue to increase, demands on the Minneapolis Fire Department are being amplified by fewer personnel.
September 7, 2021 – By Christina Saint Louis – Star Tribune
When Capt. Cory Martin clocks in for his 24-hour shift at the Minneapolis Fire Department’s Station 6 every other day, he expects it to be scattered with flashing fluorescent lights and tonal alarms, the programmed system that alerts firefighters of a call for service.
Located in Stevens Square, Station 6 is Minneapolis’ busiest, with an engine that responded to nearly 6,000 calls last year. There, firefighters often sleep in uniform to be ready for calls throughout the night, Martin said.
“Dinner, any sort of thing, we know that we’re going to get interrupted,” he said. “No one really expects to complete anything without getting up and going on a run.”
Calls to Station 6 have steadily increased over the past decade, with demands on the Fire Department outpacing the city’s population growth.
Minneapolis’ population increased by 12%, according to the most recent census data, while the overall demand on the Fire Department increased by 36%. The department went from responding to 33,601 calls in 2010 to 45,835 in 2020, according to MFD annual reports. The year before, the department responded to 49,602 calls.
But despite the high call volume — and the workload associated with it due to the COVID-19 pandemic — the number of firefighters in the city’s ranks dropped after the city offered a retirement incentive last year. For rank-and-file firefighters answering calls day and night, the shorthanded staffing is cause for concern.
Through it all, the number of sworn firefighters has hovered around 400, which means MFD’s engines are typically staffed with three firefighters rather than the National Fire Protection Association recommended four. The department aims for a daily staffing of at least 102 firefighters, but that goal was strained by the pandemic causing some of the remaining firefighters to take time away for virus-related isolation or leave. The exact number of how many had to do so was not immediately available.
As of last week, MFD’s staff is exactly 400 — the smallest it’s been since 2013, based on annual reports.
Fire Chief Bryan Turner said the number of firefighters is currently 19 below its authorized number, mainly because the department was unable to hold Cadet School in 2020 and 2021 because of COVID-19 restrictions.
As a result, the department is off schedule in its normal hiring process, he said.
“The department is currently in the process of putting together a new Civil Service list with the intention of hiring back to our authorized strength and conducting a Cadet School in February,” he said.
Newly hired cadets go through three to four months of training before they become city firefighters. That means a February class would not join stations until next May at the earliest.
While the Minneapolis Police Department was recently court-ordered to reach a minimum staffing level of 730 officers by next summer due to population increase and directives in the city charter, the Fire Department was not held to the same standard.
The charter is clear in stating that the City Council must fund a “a police force of at least 0.0017 employees per resident.” The section for fire service, however, is vague. ” The City Council must fund a fire department that can maintain adequate staffing,” it says.
“We are not adequately staffed,” said Mark Lakosky, president of the Local 82 firefighters’ union about MFD. “The citizens think it’s all great, we do a great job — and our members do — but [citizens] don’t know we could do better. We could be faster.”
Nothing about the actual job responsibilities gets adjusted when there are fewer people on a shift, Lakosky said. The equipment is just as heavy, the expectations when responding to a call are the same and the hose length doesn’t change.
“Everything we do doesn’t get easier because you give us less people,” he said. “It actually gets a lot more intense and a lot more taxing, physically, on firefighters.”
In addition to fires, engines respond to a range of rescue and medical emergencies. The firefighters may be called in to lift someone who is unable to move independently, scrub blood off pavement after a violent crime, or contain a natural gas leak, among other things.
One area of improvement Lakosky points to is the amount of time it takes firefighters to respond to calls. The National Fire Protection Association standard is that engines arrive at a given scene within four minutes 90% of the time. MFD has failed to reach that standard for at least the past sixteen years.
Arriving within four minutes 90% of the time is a minimum percentage, said Curt Floyd, a safety tech lead with NFPA. The hope is that departments can beat it, he said.
Still, Floyd recognizes that firefighters can face challenges when trying to arrive in that time frame, like already being out on another assignment, for example. “There are other things that they’re doing in the course of their day, and we never know when the call is going to come.”
That’s why NFPA’s standard is 90% of the time, not 100. The 2020 annual report shows that last year, stretched by the pandemic, MFD responded to fire and emergency medical service calls in “five minutes or less” only 70% of the time, the lowest in years.
And then there’s the issue of firefighter safety. Between 2019 and 2020, firefighter injuries jumped from 131 to 161. Station 6 alone has seen several injuries: a firefighter who injured his rotator cuff, another who blew out a knee and one who tore his Achilles’ tendon.
Three firefighters to an engine hasn’t always been MFD’s approach. Station 6 Chief Staffan Swanson recalled that most stations had engines staffed with four firefighters when he joined the Fire Department 30 years ago.
“Some of the slower, outlying areas had three, but certainly, all the downtown stations had four,” he said. So did Station 7, Station 5, Station 8, and everything on the North Side, Swanson said.
But as the department’s budgetary constraints tightened, that changed. Most recently, after the city instituted a hiring freeze and offered early retirement incentives to cut costs during the pandemic, the Fire Department has leaned into overtime to fill shifts. As a result, Mayor Jacob Frey’s proposed budget for 2022 allots an increase in MFD’s noncontractual overtime budget.
Tyner said he is working with Frey to find a solution to the department’s staff size.
“I am pursuing additional personnel above our current authorized strength to increase efficiency, spread out run volume in the downtown area and reduce overtime expenditures,” he said. Ultimately, “though we do staff four on the engines when the staffing is available, there is no plan to do that on a daily basis in the foreseeable future.”
