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Fire Service
Assessment Centers:
Beyond the Books
BY ANTHONY (ANDONI) KASTROS
M
ORE AND MORE FIRE DEPARTMENTS ARE USING
assessment centers for promotion. Candidates for
lieutenant, captain, battalion chief, and higher
ranks are likely to face this type of test. Some fire departments
are using a “modified” assessment center for entry-level test-
ing. Some agencies even use assessment centers for fire mar-
shal and fire chief promotional processes. Why? Candidates
cannot hide deficiencies in assessment centers as they can in
interviews. It is easy to say you have people skills and can
perform under pressure. Assessment centers make you prove
it. You must actually showcase your skills and preparation (or
lack thereof).
Fire departments are also facing many new challenges
The only true failure is in not showing up.
today, necessitating a more in-depth process for supervisors.
Although no testing process for a job as complex as a fire
officer is perfect, assessment centers offer a much greater
opportunity to see the candidate in simulated “day in the life”
scenarios.
Many factors continue to place pressure on the modern fire
service officer, including expanded diversity of mission and
workforce and an increase in litigation, to name a few.
Recognizing these factors, the Los Angeles City (CA) Fire
Department conducted its first assessment center promo-
tional process for Captain I in 2007. Until then, the process
was limited to a written test and a civil service interview. City
management realized that the new personnel challenges alone
warranted a more modern and thorough process to protect
the city’s liability interests. Enter the assessment center. Now,
candidates could be placed in role plays and simulations,
mimicking the issues that modern LA City captains face.
Many articles have been written about assessment centers.
All have something to offer; read every one you can find. This
article focuses on the first two steps in preparing for a suc-
cessful assessment center experience. They are mental prepa-
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ration and planning. If you do not address these two critical
components up front, you may not reach your potential and
may be setting yourself up for disappointment even before
you ever crack a book or practice a simulation.
MENTAL PREPARATION
Mental preparation involves eliminating baggage and be-
coming position-focused. You must first eliminate any mental
baggage and then establish the mindset of the position for
which you are aspiring.
Mental Baggage: Some Manifestations
Many firefighters would make good officers, but they get
too nervous at test time. Their nerves prevent them from being
themselves and from confidently approaching the assessment
center exercises as they would on the job. These firefighters
can confidently lead troops into battle on the fireground, but
they fold when facing an assessment panel during a simula-
tion.
Baggage—the combination of failures, negative experiences,
doubts, insecurities, nerves, and other issues of life that weigh
us down and hinder our performance—holds them back. If
you do not acknowledge and deal with this baggage, it will
come back and interfere with your performance again and
again.
Baggage can come from countless sources: failing past as-
sessment centers and fearing a repeat of that performance;
anger at the department over contract negotiations, leadership
(or lack thereof), or favoritism; antagonism toward the fire
chief over a personal issue; and personal issues. All of these
things can create a host of emotions—from fear to anger to
doubt to finally giving up. You must acknowledge this bag-
gage and check it at the door before stepping into the assess-
ment center.
Following are some examples of how unchecked baggage
can manifest itself in very negative and destructive ways:
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● ASSESSMENT CENTERS
The Leadership Triangle
Another key factor in your promotional planning is the leader-
ship triangle. You must know your triangle of leadership. Inside
the triangle lies the answer to many questions you may be asked
about yourself, your philosophies, the job, your department, and
the future.
The three sides are you, the job, and your department. You must
do copious homework on all three if you want to be prepared for
the job and the test. Think of the triangle as a scope through which
you find the “right answer.” Because you comprise one side, the
triangle and “right answer” are different for everyone.
Example: You and your buddy are testing for captain with the
same fire department. Obviously, you share two sides of the
triangle—the job of captain and the department. The key here is
in that third side: you. Only you can articulate your philosophy,
leadership style, brand of logic, and the way you would handle a
given situation. This is how we get more than one “right answer”
to a question. The variable is the person answering the question.
The job of fire officer is not an exact science; it’s an art. Two
good officers will most likely approach a given situation in different
ways. Although they may have the same departmental SOPs and
job description, their respective personalities and knowledge,
skills, and abilities (KSAs) will always factor into the equation.
This is good news! Again, rather than pressuring yourself to find
“what they are looking for,” you are free to speak from your heart
and simply state what you would do (which is what they’re looking
for). The assessors want to see a confident and creative leader,
not a second-guessing test taker who hopes he comes up with the
right answer.
The assessment center is more subjective than it is objective.
The key is having the KSAs to stand behind your answer.
How do you do homework on these three areas? Let’s look at
the “you” segment. First, get out a legal pad of paper and ask
• A captain candidate who had issues with the fire chief
told the assessment panel during his test that the fire chief
was a liar. He dropped his baggage on the table for the asses-
sors to see. Needless to say, he failed the process.
• An experienced and respected engineer refused to take
the upcoming captain test because he had failed the previous
one. He told me, “I’m not taking the test because I like being
an engineer. I have a lot of seniority, and I like my crew. If I
get promoted, who knows where they will put me?”
I asked him one question: “Are you telling me that if they
said they messed up the scores on the last test and they had a
captain’s badge for you right now you wouldn’t take it?”
He replied, “OK, I’ll take the test.” I simply called him on his
baggage. He made up excuses to hide the fear of repeating the
experience of his previous failure. He scored number two out
of 90 candidates on the next test and has been a captain for
three months now. He is doing a great job.
• A highly respected truck firefighter recently turned down
an opportunity for assignment to our Command Training
Center station. He would have access to all types of state-of-
the-art training, good mentors, and a crew that would support
his efforts. I asked him why he didn’t bid the station. He said,
“After failing numerous times, how would it look if I failed
again after working there?” He had already made up his mind
that he wouldn’t even try. Unfortunately, that is the only true
failure—failing to try.
• I worked with an old salty firefighter who had been my
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yourself questions about yourself, including the following:
• What’s my leadership style? How would I explain it? What does
it look like?
• What would be my goals and objectives the first day, month,
and year?
• What are my priorities?
• What are my strengths? How did I get them? How will I use
them in the future as an officer?
• What are my weaknesses, and how can I improve them?
• How will I build a team?
Questions about the job component would include the following:
• What does our department need from the rank to which I am
aspiring?
• What do the troops need from me as a lieutenant, captain,
battalion chief, and so on?
• What challenges face the position, and how will I overcome
them?
• What does an outstanding officer in this rank look like?
Questions about the department segment would include the
following:
• What are the department culture and core values?
• What are the strengths, weaknesses, opportunities, and threats
(SWOT) of the department?
• What are the top three critical needs of the department, and
how can I help fulfill those needs with my team?
Other components of your plan should be time-specific objec-
tives (get better at oral communications, for example) and a
cooling-off period to let your brain rest. Rest is just as important as
preparation.
drill instructor in the fire academy. Some 15 years later, I was
now a captain and found myself working with him as the fire-
fighter on our engine. I was thrilled to be with this old crusty
critter again. He had taught me so much over the years.
During our first cup of coffee together at the station, I told
him that he should have been a captain 15 years ago, and I
wanted to help him promote, to get through the test. I didn’t
even get my thoughts out when a tear silently fell from his
eye. He just needed someone to believe in him again. He had
been through several divorces over the course of his career.
His baggage was from his personal life. Needless to say, the
thought of an assessment center and potential failure was not
appealing to him. After some discussion, he got up the nerve
to saddle the horse and took all 10 of the required classes to
qualify for the test, formed a study group, sat in the hot seat,
studied feverishly, and didn’t make the list.
He was devastated. The big payoff didn’t happen. His worst
fears came true. The personal struggles he faced now crept
into his professional fire life—a sacred place of refuge. It took
a real team effort from the engine and truck crews and the
other department members who believed in him to talk him
back onto the horse. If the first attempt was tough, the second
seemed impossible. After a few months of coping with the test
results, he decided to give it another try. He told me, “I will
make you proud this time.” I told him that he made me proud
last time just for showing up.
The second time, he finished ninth out of 90 candidates. He
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was quickly promoted and is now the
excellent captain we all knew he would
be. He identified his baggage, dealt with
it, and refused to give up. Fortunately,
most firefighters are pretty stubborn, so
that comes in handy sometimes. Don’t
give up, and remember: The only true
failure is in not showing up.
What baggage do you carry? Is it
perhaps fear of looking foolish, tarnish-
ing your reputation as a good firefighter,
doing worse than someone younger or
someone older, repeating a bad experi-
ence, seeing a particular assessor, or not
wanting to jump in because it has been
10 years since you took a class? The key
is to find the root issue and clean it up.
Check your bags at the door before you
enter the assessment center.
ASSESSMENT CENTERS ●
not enough. That only gets you in the
door. Being a good officer is a lifelong
endeavor.
Once an aspiring officer asked, “What
are the fewest classes I can take to get
promoted as soon as possible?” This in-
dividual cared about the promotion and
himself, not the job and his crew.
Unlike when you became a firefighter,
you will not have a 12- to 16-week acad-
emy to become an officer. Unfortunately,
most fire departments are extremely
deficient in succession planning, officer
academies, and leadership development.
Most likely, you will have to learn on
the job and make a lot of mistakes. Just
make sure they are not life-and-death
mistakes.
Focusing on the test will also make
you more nervous, insecure, and com-
petitive. All of these traits will detract
from your becoming a safe, effective
officer. Instead, focus on building your
knowledge, skills, and abilities (KSAs).

Pillow Tossing
A derivative of baggage is pillow toss-
ing. You may find yourself saying, “I’m
just taking it to see what’s on the test. I
like being an engineer. I’ve got a lot of
seniority in this position. I’m not really
going to study that hard. I already have
a great job.”
Making comments like these set you
up for failure. It’s much easier to fail if
you have preloaded all the excuses. Like
tossing pillows on the ground, it softens
the fall. If you tell everyone (including
yourself) that you don’t really want the
job anyway, then not making the list is
no big deal because, hey, you didn’t re-
ally want it. Have the guts to climb the
ladder without the pillows and walk the
tightrope without a net. It’s okay not to
make the list. Sometimes, that yields the
best life lessons. You can learn humility,
earn respect, and develop the kind of
character that comes only after disap-
pointment.

DEVELOP A
JOB-ORIENTED MINDSET
After you get rid of the baggage, get
ready for the job. Think as if you were in
the position to which you are aspiring. __________________
So many candidates obsess about the
test, never realizing the significance of
the job they desire.
As an officer, you will make life-
and-death decisions daily. You will
be responsible for your crew’s train-
ing and welfare. Preparing for a test is ___________________

Enter 159 at ___________

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● ASSESSMENT CENTERS
Think of KSAs as your officer muscles. You must build them
to be a strong officer. You cannot control what will be on the
test, but you can control your KSAs.
Your KSAs involve oral and written communications, tactical
knowledge, people skills, command presence, knowledge of
standard operating procedures and policy, leadership skills,
and so on. You have control over these KSAs through training.
What you don’t know on the test or on the job is how those
KSAs will be used. The scenario could be a car, a house, or a
high-rise fire; an intoxicated crew member; an irate citizen; or
a teaching demonstration. Focus on the KSAs because they are
the only things you can control.
If you are going for battalion chief, start talking to battalion
chiefs you respect. Ride along and learn the job. Find out the
daily routine, challenges, responsibilities, and tempo. Just read-
ing the job description isn’t enough. Ask what current issues are
facing the department and how the battalion chiefs are affected.
More importantly, ask yourself, “What am I going to do to im-
prove the situation and the department as a battalion chief?”
Find a good mentor. Some characteristics of a good mentor
include having integrity, being respected in the department,
staying calm under pressure, being an experienced tactician,
possessing the ability to get along with people, and being
willing to spend time with you. Good mentors will let you sit
in the hot seat. If your department allows, you may be able to
run calls, answer the phone, mitigate routine tasks, and even
run the shift for part of the day. Be aggressive about getting
real-world experience.
In addition, get feedback from your mentor and those around
you on what you can do to improve your mindset. Do you need
to be more assertive, get more experience, learn more about
tactics, or practice arrival reports? Today’s fire service promo-
tion assessment centers are not a big scary secret. If you have
prepared for the job, you will do well on the test. But, that’s
somehow a funky concept for thousands of firefighters each
year. Just like becoming a parent, no amount of training for
running a fireground simulation will quite be like running the
real thing. However, training for the real thing is the only way
to prepare.
“What Are They Looking For?”
Often, aspiring officers facing an assessment center will ask,
“What are they looking for?” The problem with that question
is that candidates often feel that the assessment center process
and assessors are “looking for” something or someone differ-
ent than what constitutes a good officer. Somehow, many can-
didates think they can figure out the test exercises ahead of
time and fake it during the assessment center. Nothing could
be farther from the truth.
There are no shortcuts to assessment center preparation,
just as there are no shortcuts to becoming a good officer.
Success in both takes time, commitment, training, and a

_______________

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ASSESSMENT CENTERS ●
detailed plan. relied solely on our training and experi- companies. Chances were that each of
Scenario 1. We were dispatched to a ence, which had been plentiful. It was those responding company officers had
house fire at 2 p.m. on a July afternoon. time to respond. enough on his plate: maps, hydrants,
The ambient temperature was 106°F. Suddenly, the mobile data terminal preplans, tactical channels, crew issues,
The first-in company officer reported, (MDT) beeped with an update: “Two travel routes, SCBA, and so on. Many
“Battalion 9, Engine 53 arrived. We have children trapped.” of them didn’t see the MDT message
three houses involved with a grass fire Then dispatch chimed in: “Battalion 7, because of the above, but they heard my
spreading from them. Engine 53 will fire dispatch, we now have a report of a update.
be fire attack. We have a water supply. third person. An adult male is attempting Then, the first engine arrived: “Bat-
Next-in, take the next house.” to rescue the children.” talion 7, Engine 105 arrived. Two-story
The troops did a bang-up job. The I relayed this to the responding apartment complex; smoke visible from
first-in captain’s actions were pivotal.
At no time was he thinking, “I hope
this sounds right, I hope I am doing it
right, I hope I am doing what they are
looking for.” He simply relied on his
years of training and cumulative ex-
perience. He was job focused, not test HAVE SPECIFIC
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focused. He had honed his craft, and it
paid off that hot summer day in Sacra-
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vegetation were burning. He didn’t let
this throw him.
It’s the same way in the assessment
center. You can’t possibly know exactly
what the problem or challenges will be.
You just have to be ready for anything.
Remember, you cannot control the test,
but you can control your level of prepa-
ration.At the moment of truth in a test
or on the fireground, you will not rise to
the level of expectation; you will fall to
the level of your training.
Scenario 2. Our department has
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Enter 161 at ___________
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promoted as quickly as possible.” We

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● ASSESSMENT CENTERS
the inside of the complex. E 105 will be fire attack. Second in,
give us a water supply and assist with rescue.”
The first-arriving company officer (who, by the way, was an
acting captain getting ready for the test with his “real” captain
sitting behind him mentoring) gave an update: “Battalion 7,
E 105 is switching to rescue mode; we have three persons
trapped. We will need assistance with fire attack.”
I arrived and assumed command, set up the command
post, and began assigning subsequent companies. E 105
encountered heavy fire from the front door and windows of
the involved apartment. The entire front family room egress
was well involved. The victims were behind the labyrinth of
fire. To attack the fire from this angle would mean certain
death—the victims would be cooked by the ensuing steam,
fire, and gases injected into whatever habitable space may be
remotely inside.
Ventilation began immediately; additional hoselines worked
in concert with the rescue, and a medical group was set up
with three ambulances—one for each of the victims. E 105
began a vent-enter-search (VES) operation to the second-story
apartment bedroom window. As soon as crews broke out the
window, flames erupted out of the opening. The two babies
were inside. Dad went in to get them, and all three perished.
The after-incident report showed that all three had perished
prior to our timely response. Many of us questioned all the
tactics that night. Was there something we could have done
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differently? The response was lightning fast, the ventilation was
quick and accurate, the hoselines were placed properly, and the
VES tactic was swift and appropriate, given the situation.
What helped us all walk away with some semblance of
peace was the simple decision made by an aspiring officer.
Through his training, he decided to make the educated deci-
sion to perform VES rather than randomly put hoselines into
service and surely ruin any chance of victim survival. We
cannot always control the conditions, but we can control our
response to them, through training. Our troops did outstand-
ing work that horrible morning, but the outcome was already
set prior to our call. We all slept a little easier that week (not
that night) knowing that we truly did everything we could.
It’s just not good enough to try and find out “what they
are looking for” when preparing for promotion. Seize every
opportunity to train, learn, fail, learn, and train some more. It
is better to make mistakes on a simulator than during the real
thing.
Think As If You Already Have Been Promoted
The next part of having a job-oriented mindset is thinking
as if you already have been promoted. Many folks facing an
assessment center want to know what to say, do, and think so
the assessors will give them points and they will get promoted.
The problem is that they are so test-focused. Being test-fo-
cused heightens nerves, creates anxiety, and makes it hard to
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ASSESSMENT CENTERS ●
stay calm. These are not good KSAs. or leadership. The officer, especially a need for permission or failure to clearly
If you prepare through diligent plan- chief officer, needs to realize that he is state what role you will play in solving
ning, training, attending workshops, “they” and that he is the department to the problem often results in another trip
reading books, asking questions, sitting the troops and the public. Don’t pass the to the assessment center.
in the front right seat, getting a mentor, buck. Plan your solutions ahead of time.
critiquing fires, and running simulators Another common pitfall for the aspir- Spend a lot of time thinking of the cur-
at the fire house, you will do well in the ing chief officer is failure to take action rent problems and potential solutions
job and on the test. Just be an officer! and create solutions, showing vision, in your organization and how you will
As you develop your KSAs for the job, creativity, and initiative. Officers take the implement them. If you wait until you
start making the mental paradigm shift lead, and chief officers must drive the are in an assessment center, with the
from candidate to officer. Assessors are organization, not wait to get a map. The clock ticking, to come up with a good
looking for officers, not candidates or
test takers. You must enter the process
as though you are already a lieutenant, a
captain, or a battalion chief. This places
you in the proper mindset.
You can accomplish this by entering
the assessment center as if you were
walking into your fire house and look-
ing at the assessors as members of your
crew or officers from another depart-
ment who came to see how your depart-
ment does business.
Remember, all of the scenarios, simu-
lations, and exercises you conduct in an
assessment center assume that you have
been promoted. The sooner you make
that mental transition, preferably before
game day, the better.
Common exercises start out, “You are
the captain of Engine 3. Today is March
7, and it’s your first day with your new
crew ....” Another example is, “You are
the lieutenant of Engine 10; you will
respond to a structure fire.”
The goal of an assessment center is to
evaluate your KSAs for the job of fire of-
ficer; the only way to do that successful-
ly is to place you in the position of fire
officer. A good rule of thumb is to go in
as the position you want to be when you
come out. If you go into the assessment
center as a captain, you will leave as a
captain. If you go in as a firefighter, you
will leave as a firefighter. This also holds
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address this” do not exude ownership
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● ASSESSMENT CENTERS
labor/management relationship-building plan, you are too late.
As you make the mental paradigm shift to officer, you should
be thinking about these things. Your plans must go beyond
the generic “improve communications” comment. You must
have done serious research in all areas affecting the rank you
desire. Roll up your sleeves; get dirty with preparation. When
it comes to labor/management, for example, be prepared to
illustrate systems such as Relationship by Objectives (Google
it), especially how you—not “they”—would implement it.
Be Yourself
Be yourself. So, how do you be yourself in the testing arena?
Simply get good at the job before the test to the point that you
believe in yourself. Check your baggage, plan, train, and make
the mental paradigm shift.
Also, remember that you have nothing to lose. You must
adopt an attitude that says, “Even if I don’t make the list this
time, I will gain knowledge, skills, and abilities. I will be a
better officer, and I still have the greatest job in the world.”
This is different from pillow tossing because you did this at
the end of the preparation period and still gave it all you have.
You simply take an account of your blessings: family, friends,
health, and being a firefighter. It’s very liberating to remember
that they aren’t testing you so you can keep your job.
Some of my greatest blessings were disappointments when
they first happened. I have had to wait for promotions, have
been unable to get into the colleges I wanted, and have had
many personal challenges. All of these events became blessings
because they built character and integrity and allowed me to be
empathetic to the next person in line who will go through the
same thing. Empathy just happens to be a good officer trait, too.
PLANNING
Many candidates fail the process before they even start
because they fail to plan. They start too late and try to read a
book or take a class a month before the test. It takes years of
dedication to develop the KSAs needed to be a good officer
and to perform well in an assessment center.
Books and classes on promotion can be excellent tools.
They can help you develop a plan, identify weaknesses, apply
improvement strategies, and give you a host of other benefits.
In addition, these tools can help you understand the process
and any potential roadblocks. However, books and classes are
only part of the overall myriad of components that make up a
detailed plan.
Firefighters often fail to plan the promotional process.
Most candidates buy the books needed, study, and may take
a class or two. So much more is needed for the assessment
center (and the job).
Conduct a SWOT analysis: strengths, weaknesses, oppor-
tunities, and threats. Strengths are those things within our
sphere of influence over which we have control (that knowl-

All Class A Foams do not perform the same...

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A complete Class 'A' Specification should include:

The Product Shall be on the USDA Forest Service Qualified Products

List (QPL). (Outside test that ensures that the product has been
tested for corrosion and for environmental, safety, and health).
The Product shall Not Contain any EPA Listed Hazardous Materials
such as Gylcol Ether.
The Product Shall be a UL Listed Wetting Agent with a Use Rate
of 0.25%. (Outside tests that prove the product penetrates and
extinguishes a Class 'A' & 'B' fire).
The Product Shall not contain more then 50% water content.

PHOS-CHEK WD 881 meets these stringent qualifications.

For information that will assist you in making informed
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Enter 164 at ___________
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ASSESSMENT CENTERS ●
edge, skill, or ability that is within your skin)—for example,
good writing skills or the ability to communicate orally.
Weaknesses, although within your sphere of influence, are
negatives. Perhaps you feel uncomfortable speaking in front
of people, or you need to shore up your fireground tactical
knowledge. Identify these strengths and weaknesses so you
can make a plan that suits your needs. ___________________________
Threats and opportunities are outside your sphere of influence.
Opportunities represent such things as taking a class, consulting a
mentor, participating in a workshop, teaching a drill, becoming a
part-time instructor, and working on special projects.
Threats (sometimes called “challenges”) are those things
outside of your skin that compete with your accomplishing the
goal. Although the word “threat” has a negative connotation,
threats can often be good things; they just compete with your
ability to achieve the goal of promotion. Examples include
spouse, kids, house projects, and vacations.
The key is to identify these items early and factor them into
your plan. As an example, you perform a SWOT analysis and
find that you are good at writing and fire tactics (strengths);
you need to improve your communication skills, especially in
front of groups (weakness); your captain wants to help you
and will let you sit in the seat (opportunities); and you have a
two-week vacation planned for the next month (threat).
With all of this in mind, you ask the captain if you can ride
in the seat during the day and start teaching drills on topics
that you know to improve your weakness. At home, you sit
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down with your wife and kids to discuss the vacation. You
agree that you will be totally focused on family during the
two-week vacation, not thinking about the job at all. Your
family agrees to give you plenty of room after vacation to
focus on the job and test, even taking care of extra house du-
ties to help out. In addition, they will listen to you give some
presentations on department hot topics to help your issue
with public speaking. Many candidates will not plan to this
extent, but it furthers your advantage.

•••
Products Include:
Today’s aspiring fire officers are likely to face an assessment 𰁳𰀀𰀯𰁐𰁅𰁎𰀀𰀡𰁃𰁃𰁅𰁓𰁓
center. All, if promoted, will face the job some day. The test 𰁳𰀀𰀳𰁔𰁁𰁎𰁄𰁁𰁒𰁄
and job are more closely linked than you realize.
𰁳𰀀𰀶𰁅𰁎𰁔𰁅𰁄
By eliminating barriers and baggage, you will eliminate
𰁳𰀀𰀢𰁏𰁘𰀀𰀳𰁔𰁙𰁌𰁅
hidden land mines. You will then be able to set up a plan that
prepares you to make the paradigm shift from candidate to 𰁳𰀀𰀥𰁘𰁔𰁒𰁁𰀀𰀷𰁉𰁄𰁅

officer. By entering the process as an officer, you will be in the 𰁳𰀀𰀤𰁅𰁓𰁉𰁇𰁎𰁅𰁒

proper mentality to approach anything that comes your way. 𰁳𰀀𰀭𰁏𰁄𰁕𰁌𰁁𰁒
Do your homework! Assessors are looking for officers. Study 𰁳𰀀𰀳𰁏𰁌𰁉𰁄𰀀𰀯𰁁𰁋𰀀𰀥𰁘𰁅𰁃𰁕𰁔𰁉𰁖𰁅
yourself, the department, and the position. Only then can you
𰁳𰀀𰀰𰁌𰁁𰁓𰁔𰁉𰁃
truly be the officer you want to be and show your knowledge,
𰁳𰀀𰀳𰁔𰁏𰁒𰁁𰁇𰁅
skills, and abilities. ●
𰁳𰀀𰀳𰁔𰁏𰁒𰁁𰁇𰁅𰀀𰀣𰁁𰁂𰁉𰁎𰁅𰁔𰁓
𰁳𰀀𰀢𰁅𰁎𰁃𰁈𰁅𰁓
● ANTHONY KASTROS is a 22-year veteran of the fire
service and the author of Mastering the Fire Service As- Large Inventory for Fast Shipments!
sessment Center (Fire Engineering, 2006). He is a battalion
chief with the Sacramento (CA) Metro Fire District and the
founder of ______________
Trainfirefighters.com. 1010 East 62nd Street, Los Angeles, CA 90001-1598
𰀪𰂅𰂜𰂘𰁩𰁜𰃊𰂣𰂇𰁮𰃤𰃤𰂇𰁸𰃈𰃓𰂇𰁸𰃎𰃇𰃇𰃊𰁕𰃊𰀓𰀾𰃝𰁜𰃊𰂣𰂇𰁮𰃤𰃤𰂇𰁸𰃈𰃓𰂇𰁸𰃎𰂙𰂙

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