The Fall & Rise Of The DCFD

This month, for a change, I have some good news to report. Engine 3, of the District of Columbia Fire Department, has been placed in service only three blocks from the U.S. Capitol Building.


This month, for a change, I have some good news to report. Engine 3, of the District of Columbia Fire Department, has been placed in service only three blocks from the U.S. Capitol Building. It’s important because the closing of Engine 3 came to symbolize everything bad that happened to DCFD in...


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This month, for a change, I have some good news to report. Engine 3, of the District of Columbia Fire Department, has been placed in service only three blocks from the U.S. Capitol Building. It’s important because the closing of Engine 3 came to symbolize everything bad that happened to DCFD in the last decade. And, the disaster in Washington is a horrible example of what has happened to many fire departments all across the country.

Until 1992, DCFD had been a very effective department. Its firefighters did a good job of protecting the lives and property of its citizens and the millions of people who work in or visit the nation’s capital. They operated 33 engine companies, 17 ladder trucks, four heavy rescue squads – with a staffing of five firefighters on every company – plus ambulances and support units, organized into eight battalions.

They were justifiably proud of their reputation as an aggressive firefighting force that made a fast interior attack and knocked down a fire before it could spread out of control. (As a member of Friendship Fire Association, which operates the DCFD rehab units, I personally saw them do it many times.)

But that was before the budget-cutters got a free hand. Unlike other cities, Washington depends heavily on the federal government for its money and the U.S. Congress became infected with the same brain fever that swept so many local governments in the last 20 years. Cutting taxes and reducing spending became their top priority. And, like so many others, the mayor and the city council saw the fire department as the place where they could get away with the most drastic budget cuts. In three years, DCFD’s annual budget was slashed 30%, from $104 million to $73 million.

The only group fighting to save the department was Local 36 of the International Association of Fire Fighters (IAFF). Retired firefighter Kenneth Cox, the union’s legislative lobbyist, had gained support in Congress and, prior to 1992, they frequently restored DCFD budget money that had been taken away by the city government.

Instead of being grateful for what Local 36 was trying to do, Mayor Sharon Pratt Kelly and Delegate Eleanor Holmes Norton, the District’s non-voting member in Congress, reacted with hostility toward the firefighters. They rallied their congressional allies to fight for the sacred doctrine of home rule for the District of Columbia. At one point, Norton lashed out at DCFD’s friends in Congress, saying: “If you want to run a fire department, go run one in St. Mary’s county.” She added that DCFD was “one of the great featherbed fire departments in the United States.”

Incredibly, the news media bought the ridiculous story that Engine 3 – which was first due on Capitol Hill – was being kept in service only to protect the 535 members of Congress! Nothing was said about the thousands of people who work there every day and the millions of tourists who visit every year. But Mayor Kelly and Delegate Norton won that symbolic battle; Engine 3, which responded to more than 3,000 alarms a year, was closed down. Predictably, there was a huge jump in activity for adjacent companies and one nearby engine shot up to more than 10,000 runs per year!

Now the dismantling of the fire department was underway in full force. Staffing on engines and trucks was reduced from five to four firefighters; positions for two battalion chiefs, a deputy chief and all chief’s aides were abolished. Along with Engine 3, they closed a ladder truck and a rescue squad and cut support personnel. Within three years, the on-duty strength of each shift was down 25% – from 304 in 1992 to only 248 by 1995.

The result was a general deterioration of the entire department. Firehouses began to crumble, the repair shops were overwhelmed as engines, trucks and ambulances broke down. On every shift, companies took turns being rotated out of service to save more money. Morale plummeted, but dedicated firefighters struggled to do their job. No one else seemed to care when civilians died in a fire in a district where the first-due company had been rotated out of service.

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