It was another pivotal chapter in the life of the Evanston Fire Department (EFD), marked by a dramatic shift in operations following the introduction of a new workweek mandate in 1957. Thanks to relentless lobbying efforts spearheaded by the International Association of Fire Fighters (IAFF) locals—such as Chicago's Local 2 and Evanston's Local 742—a bill was finally passed by the Illinois General Assembly and signed into law by Governor William Stratton. This legislation established a 56-hour workweek for full-time Illinois firefighters. As a result, the department transitioned from a two-platoon system to a three-platoon model, marking the end of the long-standing 84-hour workweek that had been in place since Evanston adopted the modern two-platoon setup back in 1920. At that time, Evanston became the 387th municipality in the U.S. to embrace this progressive change.
Before 1957, Evanston firemen were already working fewer hours than the initial 84-hour schedule, thanks to earlier reforms. In 1942, a state law mandated an extra day off—referred to as a "Kelly Day"—after every seven days worked, reducing the average workweek to 73.5 hours. Later, in 1948, the Evanston City Council agreed to grant an additional day off after every four days worked, aligning it with Chicago’s schedule and further cutting the average workweek down to 67.5 hours.
Under the old two-platoon system, there were 48 men assigned to each platoon, meaning that during shifts where some members were off due to holidays, injuries, or illnesses, there might only be 31 firefighters on duty at a minimum. With the addition of a third platoon, the need for Kelly Days disappeared, freeing up 18 positions for the new platoon. However, maintaining pre-1957 staffing levels required 21 additional firefighters, a number the city council refused to approve. Consequently, starting April 1, 1957, the 96 firefighters previously divided across two platoons were redistributed over three platoons, with 32 men assigned to each platoon. This change reduced the maximum shift staffing from 39 to 32 and the minimum staffing from 31 to 29, leaving just three men per shift to cover absences instead of the previous eight.
Despite these challenges, Chief Henry Dorband managed the deployment of personnel effectively. Truck Companies 21 and 22, responsible for the high-value downtown district, maintained a minimum of four men per shift to ensure rapid response times. Meanwhile, other companies could operate with three men per shift if staffing was low due to planned leaves or unforeseen circumstances. Squad 21, historically one of the busiest units, was moved to reserve status, and many of its members were reassigned to Truck Company 23 as Engine 23 and Truck 23 split into separate entities at Station #3.
The restructuring also affected truck districts. Truck 23 became first-due north of Foster Street, Truck 22 covered areas south of Greenleaf Street, while Truck 21 remained responsible for the central downtown and Northwestern University campus areas. To accommodate the new three-platoon structure, the department promoted Captains Jim Mersch to Assistant Chief and Ted Bierchen, Robert Brandt, Harold Cowell, Roy Decker, Harold Dorband, Tom Hanson, Harry Meginnis, Victor Majewski, Hjalmar Okerwall, Joe Schumer, and Dave Tesnow to Captain. These promotions ensured adequate leadership across all three platoons.
By the end of the first year under the 56-hour workweek, the schedule evolved again. Initially, firefighters alternated between two 10-hour shifts followed by two 14-hour shifts, then two days off. Beginning in 1958, this pattern shifted to the familiar "24 ON / 48 OFF" rotation, which remains standard today. Additionally, firefighters now enjoyed a three-week annual paid vacation compared to the previous two weeks.
The first significant test of the new three-platoon system came in January 1958 when a fire broke out at the Orrington Hotel, the largest such incident in Evanston’s history. The blaze caused $75,000 worth of damage but resulted in zero fatalities thanks to swift action. The EFD responded with precision, deploying three engine companies and one truck company initially, supplemented later by additional resources. Engine companies focused on surgical firefighting techniques using 1-1/2 inch hand lines, while trucks handled guest evacuations, ventilation, and salvage operations. The decision made a year earlier to bolster Truck 23 proved critical, as having three truck companies on scene within minutes likely prevented a far worse outcome.
This period highlighted both the strengths and limitations of the EFD under the new regime. While the transition brought operational challenges, it also underscored the importance of strategic planning and adaptability in public safety services.
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