From excerpts on ChicagoTribune.com: Andrew Larson, a seasoned figure in the firefighting world with 23 years under his belt at the Arlington Heights Fire Department, has officially stepped into the role of chief. At 46 years old, Larson transitioned into the position following Ken Koeppen's retirement in November. His formal appointment occurred on February 19th, with a salary set at $153,423. As the new leader, he oversees a substantial $23 million budget, four fire stations, and a team of 108 employees. Originally hailing from Sycamore, Larson credits much of his commitment to public service to his upbringing. “It was never a question; it was ingrained in me early on,” he explained, reminiscing about his family’s history in public service. Growing up in DeKalb County, surrounded by grandmothers who were nurses, teachers among his aunts and uncles, and a brother serving as a lieutenant in the DeKalb Fire Department, Larson found his calling during high school when he joined the Sandwich Volunteer Fire Department. After earning an associate’s degree in fire science, Larson worked as a paid-on-call firefighter for the City of St. Charles. A year later, he joined the Wheeling Fire Department before moving to Arlington Heights in 1996, where he served as both a firefighter and paramedic for a decade. His career trajectory saw him rise through the ranks, first becoming a lieutenant, then dedicating five years to public education. He advanced to battalion chief and was promoted to deputy chief two years prior to taking the helm. Larson holds a bachelor’s degree in fire science management from Southern Illinois University and a master’s degree in public administration with a focus on strategic public management and leadership from Northern Illinois University. Last year marked a record-breaking period for the department, handling 10,329 service calls. Out of these, 7,512 were emergency medical services-related, while 2,817 involved fire services. One innovative approach gaining traction in some departments involves providing medical care directly in residents’ homes. While still in its infancy in Arlington Heights, the initiative aims to reduce unnecessary hospital transports. Training programs are underway, and collaboration with local hospitals is ongoing to establish protocols for patient care and communication with physicians—a process expected to span several years. The department is also focusing on supporting its members through challenging situations, such as responding to incidents involving child fatalities. This holistic approach underscores Larson’s vision for fostering resilience and empathy within his team.

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