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Class #2

Class #2. Chapters 4,5,6,7, and 10. NFPA Statistics. NFPA survey is a three year cycle that attempts to survey one third of the states in a given year. Tables 4.1 to 4.18 pg 90 to 96. FD Administration and OPS.

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Class #2

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  1. Class #2 Chapters 4,5,6,7, and 10

  2. NFPA Statistics • NFPA survey is a three year cycle that attempts to survey one third of the states in a given year. • Tables 4.1 to 4.18 pg 90 to 96

  3. FD Administration and OPS • Effective FD management requires specific decisions related to specific communities, as well as general practices relating to objectives, structure, budgeting, purchasing, planning, intergovernmental relations, and analysis.

  4. Early Suppression and Regulations • 5 steps in the evolution of fire prot. • 1. establishment of night watch services • 2. fire prevention regs.+ enforcement • 3. salvage societies (groups) • 4. volunteer fire companies • 5. appointment of officers a F/F

  5. Interesting History Facts • First organized fire protection • Roman vigil’s 24 B.C. • First fire regulation (code) • 872 A.D. Oxford England, hearth fire extinguished at a fixed hour. • First SOPS • Edinburgh’s fire chief James Braidwood authored a 396 page handbook on what good fire department service should be

  6. Interesting America History Facts • First America fire ordinance (code) • Boston Mass. 1631 prohibited thatched roofs and wood chimneys • First paid municipal department • Circa 1679 Boston started a paid FD (not full time, paid on call) as a result of a major conflagration in 1679 • First full time paid FDs • Cincinnati 1853, FDNY 1865

  7. Duty System and Training History • Early 20 century continuous duty system • After WWII two – platoon system • Three platoon system evolved • 24 hr. shifts now common with FLSA restrictions 53 hr work week • 1889 Boston first drill school • 1914 NYC college for officer training • 1937 OSU fire program • 1950 most states provide some form of training

  8. Types of FD Organizations • Public FD municipal • Fire Bureau division of public safety • County FD • Fire District separate taxing body • Fire Protection Districts tax supported unit of government that contracts other organizations for service, paper district • Volunteer FD

  9. Expanding Role of Fire Service • The leadership challenge for the fire service is to define what an effective, competitive FD will look like in the future and establish a steady course in pursuit of that vision. FFs can’t define the business they want to be in based on the missions that have the most appeal or immediate gratification. Neither can the fire chief impose his will. The measure of success must be one that satisfies dynamic changing community needs.

  10. Expanding Role Fire Prevention • As FDs have professionalized they have historically developed suppression capability rather than their fire prevention capability. • Positioning the Fire Service in the future depends on a affordable balance between suppression and FPB

  11. Expanding Role Pre-Incident Planning • Should involve all FFs and be ongoing • Five steps in preplanning • Info gathering • Info analysis • Info dissemination • Review and drill

  12. Expanding Role Fire Investigation • Fire investigations, not only to identify criminal activity but to make fire cause determination, can identify factors useful in lessening the number and severity of fires that may occur in the future.

  13. Expanding Role Public ED • The neighborhood station is a great vehicle for public education and support for FD. • good programs are available NFPA • And developed programs within a FD

  14. Expanding Role Public Information • In a good public info program it is important to develop and maintain procedures that keep the public informed of activities and programs. • WHY?

  15. Expanding Role EMS • No kidding, EMS touches all aspects of FD operation. • Other expanded roles • Haz Mat and special ops • Mgt. improvement systems • Mgt. info systems • Safety and Health

  16. FD Structure • For a FD to function effectively it must have an organizational plan that shows the relationship between operating divisions and the total organization.

  17. Organizational Principles • Work should be divided among individuals and operating units according to a plan. • As a FD gets bigger & complex the need for coordination increases. • The most successful organizations operate as a team organized as a system.

  18. Organization Functions • Line functions; directly involving delivery of emergency services. • Staff functions include; • FPB, Training, Maintenance, Communications, Research and planning, Public information, Financial mgt., Personnel mgt., Fire protection engineering, and Management information systems.

  19. Organizational Plans • Good organizational plans that reflect the current status of the FD is essentially a blueprint of the organization. • A list of responsibilities (job descriptions) for each position should be part of the plan.

  20. Rules and Regulations • Every FD should have a set of R & R that outline expectations, SOPs, and punitive discipline. • Good R & R should be • Easy to interpret and understand • Are readily available to all • Trained on • Reviewed and revised

  21. Organizing For Emergency Response • Complexity relates to size of FD and size of emergency • Putting the right numbers of personnel and apparatus in a timely way is essential. • Mutual aid, interagency cooperation and operability are also very important

  22. Components of Communications • Receiving alarms • Dispatching procedures • Radio communications • Proper staffing and training • Information retrieval and storage • Alerting systems • FD and in some cases the public

  23. Personnel in FDs • Greatly influenced by • Financial resources • Availability Vol vs career • Frequency of incidents • Range of services • Preference of community • There are no simple guidelines it boils down to a local decision

  24. Major Responsibilities of the Organization • Fiscal mgt. and budgeting • Personnel mgt. • Recruiting, qualifications, promotions, and personnel records • Productivity • Difficult to measure • Must maintain good training • Planning and research help productivity

  25. Staffing Practices • 2 to 3 % of members assigned FPB • Most career work 24s • Dallas study recommends minimum 4 on a company so does NFPA and OSHA (2 in 2 out) • Many FDs use mutual aid • Most FDs are understaffed? • WHY?

  26. Intergovernmental Relations • FDs should always try to interact cooperatively with • Building departments • The PD • Water dept. • Community public info and education • Personnel, finance, planning, MIS • And other groups as needed

  27. Evaluation and Planning • Background issues • High costs • Technical and operational issues • What process should be used • Five questions on pg 126 • Basic questions raised in Evaluation and planning. Pg 127

  28. Evaluation and Planning • Planning steps • Setting goals • Evaluating • Working out details • All three require analysis of information • Two important aspects of good plans • A good plan to make your plan • Feasible with clear goals

  29. Evaluation and Planning • Evaluation statement pg 128 • Two important concepts • Capability (personnel trained & equipped) • Capacity (sustained operations) • A common rule of thumb initial attack companies on scene within 10 minutes of alarm.

  30. Evaluation and Planning • Following a hazard analysis in a jurisdiction many questions are raised Pg 129 lists 15 questions • In simplest terms fire suppression in urban areas (or any area), involves tasks to be completed quickly and simultaneously pg 131 • See page 132 table 6 for guideline

  31. Evaluation and Planning • In evaluating the adequacy of fire protection evaluators and planers must give major consideration to health and safety issues. • Interesting staffing statement pg 133

  32. Evaluation and Planning • Evaluating service levels pg 135 • NFPA select committee identified what a good FD analysis should consist of see pg 136 • ISO FSRS (fire suppression rating schedule) rating 1 to 10 looks at communication, FD, water

  33. Evaluation and Planning • Goal setting concepts to consider during the planning process • Adequate level of protection • Cost to community risk vs benefit in relation to $$ • Acceptable risk

  34. Evaluation and Planning • Master planning examines existing programs, projects future needs, and determines the best way to fill those needs. • Key questions in master plan development pg 141

  35. Evaluation and Planning • Master planning is participative and has four phases see pg 142

  36. FD Information Systems • Information technology can enhance organizational effectiveness and efficiency by providing rapid access to high quality info. Information technology has become an organizational necessity.

  37. FD Information Systems • Information technology can support and complement • Resource control and deployment • Emergency response and operations • Help internal & external communication • Administration and office automation • FPB, Training, Research activities • Emergency management

  38. FD Information Systems • A good MIS fulfills a variety of needs • Strategic planning • Resource optimization • Support of daily operations • Public outreach and communications • Internal communication and documentation

  39. FD Information Systems • Systems uses include • Program and organizational performance evaluation • Fleet management • Capital asset & personnel planning • CAD and enhanced 911 • GIS geographic positioning system • Mobile data

  40. FD Information Systems • Thermal imaging • Personal accountability • Digital documentation • EMS • Administrative automation • Mobile connectivity • Networking • Internal and external database

  41. FD Information Systems • Financial applications • HR functions • Facility management • FPB applications • Incident reporting and analysis • Fire investigation • Emergency planning • Training and research • Any others?

  42. System Integration • Many FDs don’t have a systematic approach to the development and use of MIS. The approach is piecemeal without an overall plan. • The solution is information technology planning.

  43. Pre-Incident Planning • What it is; pre-incident planning is ensuring that first responders know as much as they can about the facilities construction, occupancy, and installed systems before the incident. • What it is not; it is not easy

  44. Pre-Incident Planning • Proper training is important • What to look for • How to document • How to interoperate • Making it useful • Preplanning requires cooperation of all involved, mgt, insurance, others • Planning process see flowchart pg 182 Fig 10.1

  45. Pre-Incident Planning Data Components • Building construction • Walls construction • Roof construction • Ceilings and attics • Floor construction • Means of egress • Vertical openings • Horizontal openings

  46. Pre-Incident Planning Data Components • Occupancy • the people inside numbers and time people are present • What is done inside (what process) • What is used inside, equipment, supplies, hazardous materials

  47. Pre-Incident Planning Data Components • Fire protection • Sprinkler system • Water supply • Special systems • Standpipes • Fire alarm system

  48. Pre-Incident Planning Data Components • Site considerations • Access • Security • Exposures • Utilities • Environment • Outside assistance • Public and private sector

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