Diversity of Experience in Action

Mark Carr came to New Britain, Connecticut in 2004 to become the city’s first new fire chief in 20 years. He also became the first and only minority officer in the department’s 190 year history. Mark began his career as a firefighter in London, England 22 years ago. He worked his way up through the ranks to become a Borough Commander and one of London’s highest ranking black fire officers.

As a Commander in the London Fire Brigade, Mark’s operational responsibilities included London’s southern sector. This 200 square-mile area has approximately 3 million residents and is served by 2,400 of the department’s firefighters. As a member of the London Fire Brigade’s operational planning and tactics group, his responsibilities included developing operational strategy which involved the coordination and planning for community safety and diversity initiatives. Mark led a national fire service team in England that developed a fire response and risk management methodology which has since become a statutory requirement for all UK fire departments.

In April, Mark was among eight senior fire officials selected by the U.S. Fire Administration for fellowships to attend Harvard University’s Senior Executives in State & Local Government Program this past summer. Mark is a member of NFPA, a member of IAFC’s Human Relations Committee, a graduate of the U.S. Executive Fire Officer Program, and a Chief Fire Officer designee from the Center of Public Safety Excellence.

Mark has traveled around the world, living in South America as well as England. As you should be able to tell by now, his professional and personal experiences present a unique perspective.

Believing as we do that diversity enriches our lives by making us ask more questions, see different points of view and ways of knowing and doing, FIRE 20/20 has invited Mark to join our Board. We’re thrilled that he has agreed!

The early years … 

“My father was from Brazil and my mother was from British Guyana. These two countries share a border. After my parents met they moved to the UK and that’s where I was born.    

"Over the years I have traveled back to South America regularly and spent a lot of time there.  My mom wanted me to have a greater appreciation for things in life and learn how to value effort and not to take things for granted. She believed it was important to understand the struggles of many people living in third-world countries and how they overcame adversity on a daily basis. She believed that in England, the general system did little to instill the core values and focus for me, particularly when it came to education.

“In my early childhood years, Guyana was considered by the United Nations to have one of the highest levels of education in the world. Unfortunately, this achievement hasn’t been true for some time now and Guyana is one of the poorest and most exploited countries in the western hemisphere.

“I attended school whenever we were in Guyana. Being a former British colony, the educational infrastructure was the same as in England. In fact, school college examinations were sent from England. Although the curriculum was the same, the similarities ended with the teaching methodology. In England, if a student got a few problems wrong, let’s say within a mathematics examination, well, you just got a few things wrong that the teacher felt you should not have. In Guyana, this outcome meant that there was a strong likelihood that you would receive some formal discipline, usually at the end of the teacher’s cane. The school experience in Guyana came with a different level of student motivation and focus.

“It was important for my mom that we learned the value of things such as food, our education, appreciation of other people for who they are rather than what they have materially, also the hard work and dedication required to achieve our goals.

“My mom passed when I was very young and one of my aunts took over. Because my aunt and mom shared the same qualities and philosophies, it was like still having my mom but with a different face. I count my blessings when I think about the care and love and the life-long lessons I have learned."

On becoming a firefighter …

“I always had a strong inclination to public service after seeing and understanding the poverty, discrimination, and hardship cycles affecting so many people. I believed that if more people were committed to making a difference in society, most things would improve eventually. So I wanted to do something that would contribute to society. Although I initially contemplated a career as a police officer and then considered working for the diplomatic corps, my 'ah-hah' moment occurred after stopping to observe a fire in progress one evening on my way home.

“Like many of the people watching, I saw firefighters working hard. I was amazed at how good I felt seeing the firefighters work and how everyone cheered and shouted accolades when they came out of the building with children. People felt like they did something good and were happy to be around the positive outcomes. I said to myself, ‘This is exactly what I want to do. This is it, right here!’ I began my career with the London Fire Brigade shortly after.“

How promotion works in the UK …

“In the UK, it’s a national fire service promotional system. The examinations are set by a national entity so that all fire officers across the country have a consistent and comparable level of competence. The first of the examinations that have to be completed is a two-day written test consisting of four individual papers. If you are successful, you are then able to apply for the practical fireground and management examination to demonstrate practical fireground leadership capabilities, training abilities, and technical knowledge. If you achieve a passing grade then you’re considered sufficiently qualified to apply for the substantive promotion process. Applying for substantive promotion requires completing an assessment center and a number of psychometric exercises, interviews and situational tests to determine your potential place on an officer development program. If selected, you are promoted as a temporary officer with the requirement to prove your competence within the role. The program is designed to select individuals with the right attitude, values and commitment to support organizational goals.

“Let me use an example of what it would be like for an individual who has been accepted to a fire lieutenant officer development program. What’s now required is to prove competence within the fire lieutenant development program portfolio that outlines every single aspect of the job which fire lieutenants are supposed to be able to do in the role. Following a booklet, every area of competence must be repeatedly demonstrated to provide evidence of knowledge and understanding. Senior officers must have verifiable proof that the individual understands the 'what and why' of a fire lieutenant’s job, has actually done it, and can repeat that standard of performance. The competency program is based on knowledge, skills and abilities and training at the Fire Service College. If the individual can complete the development program within the given timeframe, then the promotion becomes permanent. This system is repeated for each rank.

“When compared to how promotions are handled in the US, I believe that the UK’s system provides greater objectivity, consistency, and standardization across the departments. A firefighter or an officer in London wanting to join the fire department in Manchester, can simply transfer over since the same system ensures an applicable and comparable level of competence.”

Dealing with isms in the UK …

“The problems of racism and sexism in the fire service were brought to a head in the UK about 20 years ago following a number of public events and subsequent national reports on the issue of equality. The government subsequently implemented very strong rules, protocols, and performance objectives for the fire service to follow and achieve related to equality and diversity. Fire departments had to show how they carried out all actions that can be considered reasonable and practicable for issues such as recruitment, retention, gay and lesbian issues, etc. with responsibility and accountability applied directly to chief fire officers.

“In the UK, the physical ability test isn’t structured like CPAT. The physical test is more practical and tries to acknowledge the differences in physical capabilities within the population. The process expects candidates to build the required strength, stamina and aerobic capacity to do certain physical activities. Candidates are supported to attend training workshops to improve.  On-going mandatory physical training is required for all firefighters. Every three years, there’s also a comprehensive medical examination. Firefighters who fail that medical exam are taken off line so their problems can be addressed. If the problems cannot be corrected for the firefighters to resume their duties at 100 percent efficiency, the firefighters’ service is severed.

“I believe that CPAT in its current format is inherently biased against smaller-bodied individuals since the test requires all candidates to complete the same physical endurance and strength requirements irrespective of their weight or background. This logic is not supported in most professional sports—karate, boxing, weightlifting, etc. Science recognizes the inherent differences of strength-to-weight and power ratios within the human psyche. The CPAT is a demanding test and one that I believe can be further improved.

“The UK, like the U.S., still has a long way to go regarding women in the fire service. From my experience, I’ve seen first hand the tremendous difference women firefighters have made within the service.

“Back in the London Fire Brigade, when women came into a fire station, there was an immediate change in the way many firefighters behaved and dealt with each other. They were more civil and respectful and there were positive changes in the way they related to women in general. I also saw how service delivery improved as women firefighters were able to extend more support and interact with the wider community to build trust. Over time, as women firefighters put their lives on the line and proved themselves, many stereotypes fell away. It was not unusual to hear firefighters’ negative comments about women trying to do a man’s job change to, ‘I never thought that I would have a woman boss and she would turn out to be the best boss I ever had.’”

Prevention at the forefront …

“Safety appears to be far more prominent as a value in the UK fire service culture—and the rest of Europe as well—than in the US. There is a greater amount of statutory legislation that those fire departments must follow regarding fire department standards, training, administration and firefighter safety.

“The Fire Brigades Union negotiates with the government for all firefighters in the UK. One of the union’s primary goals is firefighter safety. The union is a very strong advocate for all aspects of firefighter safety and firefighter professional development and competence. They have been known to tell the government to establish laws specific to firefighter performance to promote  the long-term safety and wellness and professionalism for all firefighters."

Bringing a culture of safety to New Britain …

“Within my first two weeks as fire chief for New Britain, I called in OSHA to assess the department. I wanted to establish a baseline as to where we were in terms of safety and our capabilities and resources, so that any plans developed would be based on fact. By being aware of the actual and anticipated circumstances, the department would be able to move forward with a definitive purpose by addressing our weaknesses, developing our strengths and making use of opportunities. Initially, the firefighters weren’t too pleased that I did that—some individuals perceived this as making them look bad so to speak. I told them that it wasn’t a reflection of individual firefighters but exposure of deficiencies within the system. This I pointed out was necessary to make sure that they had the right tools and support to do their jobs in the right way, at the right time.  And that’s what has happened. The support the department has since received from the city has been tremendous.”

Reason for moving to the US …

“My wife’s parents and siblings live in New York. I believe that one’s family is the most important thing. So doing whatever I can to ensure that she can spend quality time with them is priceless.  There is no comparison for the time you can spend with those you care about.”

First coming to New Britain …

“The firefighters wanted to know who I was and what my intentions were. They told me that there were rumors that I was a hatchet man who would cut the department. They thought that I was going to be here just as a stepping stone to a much bigger department.

“I believed that there would be challenges and opportunities for both the department and me to grow and learn from. And that’s been the case.”

Bringing more diversity to New Britain …

New Britain is 70% white, 20% Hispanic and 10% African-American. When I started in 2004, there were three minority members in the department. Now, it’s 16. I believe that the department should reflect the community it serves.  

“I had one woman firefighter, now I have two and soon I hope to have more. I formed a partnership with the YWCA to encourage women to obtain free training for CPAT. I personally speak with every woman who applies. I want prospective candidates to know that they would be coming into a supportive environment.

“Although a number of women candidates have taken the training and passed CPAT, unfortunately some chose to join higher paying fire departments. I still see this as a win. I’ve told them, ‘Do not feel guilty because I’m very pleased that you’re in the fire service. It is a big positive to encourage and open the door for more women to consider the fire service as a profession.’

“Part of my plan for recruiting and retaining department diversity was to prepare the environment. I met with the local union president at the time and explained the ‘do’s and don’ts’. More importantly, I also made it clear to the firefighters that many of the traditional ways of having fun with new recruits were not appropriate. I would not tolerate that behavior and would come down on any perpetrators like a sack of bricks. I have never had any reason to!”

Biggest current challenge …

“Our biggest challenge right now is financially related. As the economy has contracted with the current downturn, showing and maintaining community safety and delivering community value from our services is critically important.”

Goals for the future …

“My goal as fire chief for New Britain is to engage with the community, find out what they need, and provide that service to meet and exceed their expectations.

“Building a culture of safety in the department is equally important. One of the department’s goals is the development of the safe person concept and establishing safer systems of work within our daily operations.

“Through my participation at national conferences and meetings and committees, I intend to give my voice and support for securing greater commitment at the Federal level to support fire service diversity and fire prevention efforts.”

Closing with the most important acknowledgement …

“My department is made up of skilled firefighters who are dedicated and committed to make New Britain safer. We’ve had our share of various challenges, but, we have been able to meet them. No one can question the sincerity and commitment of our firefighters to do their jobs in our community. My firefighters rank with the most professional individuals I’ve encountered. I’m very proud to be New Britain’s chief!”