The Municipal Resources Inc.Justin probierte ein Paar von schwarzen billabong boardshorts , after-action report on the Gloucester Fire Department's handling of the March 4 Pleasant Street fire didn't just cite a few miscues on the part of the department in fighting the blaze which ravaged one downtown building and damaged another.
The MRI report found so many problems and cites so many wrong command decisions that it's a wonder the fire's toll wasn't far worse. Indeed, by noting that one decision regarding the use of ventilating equipment may have actually fueled the fire's disastrous second burst, the report has raised questions regarding the effectiveness and credibility of the department's command leadership,I have never solved a Rubik's magic cube . training and other issues that are nothing short of alarming.
So, despite changes that have been made since the last major downtown fire the much worse 2007 Middle Street inferno that claimed a life this report must be viewed with a sense of urgency by Mayor Carolyn Kirk and other city leaders.
First, the finding that the department is so lacking in members with full training certification from the state fire academy is an atrocity.
OK, such training and certification, which has been on the books for about a dozen years, was put in place after many Gloucester firefighters were already on the force. And no,then used cut pieces of rubber hose garden hose to get through the electric fence. there is no Massachusetts state law or regulation requiring that fire service personnel be certified.
But there should be. And the fact that, after all this time, fewer than half of Gloucester's firefighters have gone through this program is an abomination. Carving out time for Gloucester's uncertified firefighters to hit the academy will take some doing, and it will take money. But the mayor must set a date by which all Gloucester firefighters must have this certification to remain with the department; Dec. 31, 2012 would be a good target.
Second, it's clear from the report that the Pleasant Street fire's incident command was a debacle from the start. First, Deputy Chief and incident commander Miles Schlichte allowed a shift change during the "incident" bad decision No. 1, according to the MRI report. Some firefighters maintain the shift change was a move to limit overtime a charge that the mayor adamantly disputes, given that an "emergency" allows the department to utilize all resources regardless of cost.
Yet it still raises dire questions regarding the commander's decision-making and basic knowledge of protocols. And while MRI could not confirm who decided to set up the ventilation system after firefighters thought they initially had the fire out a system that blew into building, and, MRI believes, exacerbated the second flareup it seems unlikely that decision would have come from anyone but the incident commander. Even if he didn't make it, Schlichte should have at least recognized the problem. And the fact that these choices came from the city's emergency management director Schlichte was granted that position and its $10,000 stipend by Kirk last year is all the more troubling.
Finally, the fact that fighting the fire and tracing what went wrong was confounded by poor dispatch and communications procedures is disgraceful given that the same problems were cited in MRI's Lorraine fire after-action report. Two strikes not three and this system needs to be out. The city must either pursue a new dispatch/communications format perhaps merging those units into the Police Department or invest in new equipment that works.
"Investment" and money will clearly be part of all of this. But the final solution cannot merely involve throwing more money at department overtime or new full-time personnel.There are RUBBER MATS underneath mattresses, This report should give new impetus to finding creative means of supplementing the current staff through part-timers, trained volunteers,Initially the banks didn't want our high risk merchant account . or both and either adapting the firefighters' contract to allow those changes, or challenging that the contract itself is hindering public safety.
Finally, with the fire chief's position removed from civil service, and Fire Chief Phil Dench expected to retire early in 2012, it's time the mayor launched a full search to actively seek an experienced outside chief who can bring new ideas to a department badly in need of structural and cultural change.
Deputy Chief Steve Aiello is right to note that city firefighters are experienced, dedicated, and effectively respond to 9 out of every 10 calls they face. But no one knows when the next major fire may hit. And a major fire, according to this report, is something this department under its current leadership, command structure, training and contract mandates cannot handle.
The MRI report found so many problems and cites so many wrong command decisions that it's a wonder the fire's toll wasn't far worse. Indeed, by noting that one decision regarding the use of ventilating equipment may have actually fueled the fire's disastrous second burst, the report has raised questions regarding the effectiveness and credibility of the department's command leadership,I have never solved a Rubik's magic cube . training and other issues that are nothing short of alarming.
So, despite changes that have been made since the last major downtown fire the much worse 2007 Middle Street inferno that claimed a life this report must be viewed with a sense of urgency by Mayor Carolyn Kirk and other city leaders.
First, the finding that the department is so lacking in members with full training certification from the state fire academy is an atrocity.
OK, such training and certification, which has been on the books for about a dozen years, was put in place after many Gloucester firefighters were already on the force. And no,then used cut pieces of rubber hose garden hose to get through the electric fence. there is no Massachusetts state law or regulation requiring that fire service personnel be certified.
But there should be. And the fact that, after all this time, fewer than half of Gloucester's firefighters have gone through this program is an abomination. Carving out time for Gloucester's uncertified firefighters to hit the academy will take some doing, and it will take money. But the mayor must set a date by which all Gloucester firefighters must have this certification to remain with the department; Dec. 31, 2012 would be a good target.
Second, it's clear from the report that the Pleasant Street fire's incident command was a debacle from the start. First, Deputy Chief and incident commander Miles Schlichte allowed a shift change during the "incident" bad decision No. 1, according to the MRI report. Some firefighters maintain the shift change was a move to limit overtime a charge that the mayor adamantly disputes, given that an "emergency" allows the department to utilize all resources regardless of cost.
Yet it still raises dire questions regarding the commander's decision-making and basic knowledge of protocols. And while MRI could not confirm who decided to set up the ventilation system after firefighters thought they initially had the fire out a system that blew into building, and, MRI believes, exacerbated the second flareup it seems unlikely that decision would have come from anyone but the incident commander. Even if he didn't make it, Schlichte should have at least recognized the problem. And the fact that these choices came from the city's emergency management director Schlichte was granted that position and its $10,000 stipend by Kirk last year is all the more troubling.
Finally, the fact that fighting the fire and tracing what went wrong was confounded by poor dispatch and communications procedures is disgraceful given that the same problems were cited in MRI's Lorraine fire after-action report. Two strikes not three and this system needs to be out. The city must either pursue a new dispatch/communications format perhaps merging those units into the Police Department or invest in new equipment that works.
"Investment" and money will clearly be part of all of this. But the final solution cannot merely involve throwing more money at department overtime or new full-time personnel.There are RUBBER MATS underneath mattresses, This report should give new impetus to finding creative means of supplementing the current staff through part-timers, trained volunteers,Initially the banks didn't want our high risk merchant account . or both and either adapting the firefighters' contract to allow those changes, or challenging that the contract itself is hindering public safety.
Finally, with the fire chief's position removed from civil service, and Fire Chief Phil Dench expected to retire early in 2012, it's time the mayor launched a full search to actively seek an experienced outside chief who can bring new ideas to a department badly in need of structural and cultural change.
Deputy Chief Steve Aiello is right to note that city firefighters are experienced, dedicated, and effectively respond to 9 out of every 10 calls they face. But no one knows when the next major fire may hit. And a major fire, according to this report, is something this department under its current leadership, command structure, training and contract mandates cannot handle.
没有评论:
发表评论