Evanston Fire Department history Part 55

From Phil Stenholm:

Another installment in the History of the Evanston Fire Department.

ALMOST DONE
All three of Evanston’s new fire stations were completed and put into service in 1955. Station #5 opened at 2830 Central Street on January 25th, Station #2 at 702 Madison Street on March 12th, and Station #3 at 1105 Central Street on September 3rd.

Before their new stations were ready, Engine Co. 23 and the reserve truck were temporarily moved from Fire Station #3 on Green Bay Road to the new Station #5 in northwest Evanston. Station #3 closed on January 25th, and during its final days, the apparatus floor was supported by temporary wooden beams in the basement. Because Engine Co. 23 had to move quickly, Engine Co. 25 stayed at Station #1 for most of 1955 and only relocated to Station #5 once Station #3 reopened in September.

Chief Dorband, the Fire Prevention Bureau, and Truck Co. 22 moved from Station #1 to the new Station #2 on Madison Street on March 12th. At this time, the two assistant chiefs who previously served as platoon commanders at Station #1 were relieved of company officer duties. They were given a Chevrolet station wagon (called “F-2”) and a driver, making them more like Chicago FD battalion chiefs. Chief Dorband only responded to working fires. If he was off-duty, his driver would pick him up at his home on Wesley Avenue and take him to the scene.

The Evanston Fire Department expanded from 88 to 100 members on April 1, 1955, with the hiring of Peter Erpelding, David Henderson, Roger Lecey, Roger Schumacher, Joseph Burton, Patrick Morrison, Robert Pritza, Richard Ruske, Donald Searles, Frank Sherry Jr., and Richard Zrazik, along with Edward Pettinger returning from leave. Firemen James Wheeler and William Windelborn were promoted to captain, replacing the previous platoon commanders as company officers.

Squad 21 continued to handle all inhalator calls and special rescues. Starting April 1st, it also began responding to all fire calls city-wide, with a four-man crew or at least three if someone was missing. Squad 21 didn’t have a company officer, so the platoon equipment mechanic usually led the team. In 1956, Squad 21 handled over 400 calls—25% more than the busiest engine company, Engine Co. 24.

Although Squad 21 had a 1000-GPM pump, a 100-gallon water tank, and a booster hose reel, it lacked a hose bed and standard hose load, so it couldn’t operate as an engine company. However, it could respond to minor fires or assist with a limited attack if no engine was available.

Engine Co. 21, Truck Co. 21, Engine Co. 25, Squad 21, Engine Co. 22, and Truck Co. 22 were twelve-man companies, with six men per platoon. Engine Co. 23 and 24 were ten-man companies, with five per platoon. However, the driver for the platoon commander (F-2) was assigned administratively to Squad 21, and the driver for the chief (F-1) was assigned to Engine Co. 22, meaning these two units had one fewer man each shift.

One person each shift was on a Kelly Day, reducing the actual staffing. So, Engine Co. 21, Truck Co. 21, Engine Co. 25, Squad 21 (including F-2 driver), Engine Co. 22 (including F-1 driver), and Truck Co. 22 typically had five men, or four if short. Engine Co. 23 and 24 had four, or three if needed. The truck company often took an extra man from the engine company when necessary.

Each shift had a platoon commander, plus a driver and radio operator for F-2, and a driver and administrative assistant for the chief (F-1). These drivers also doubled as photographers for the EFD. One person was assigned as a fire prevention inspector and assistant to the FPB chief (F-3).

On April 1, 1955, the maximum staffing was 39 if all companies were full, and the minimum was 31 if everyone was short. Companies usually operated at full strength from November to March, when vacations weren’t allowed, but sometimes ran short in the warmer months when vacation time was permitted and overtime days were used.

This staffing level brought the EFD back to pre-World War II levels, before the introduction of Kelly Days. Alongside new equipment and new stations, restoring staffing to pre-war standards was one of the main goals of Chief Dorband’s modernization plan.

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