Company officer chapter 01

1. Copyright © 2021 by Public Safety Group, A Division of Jones & Bartlett Learning. www.psglearning.com and the National Fire Protection Association.
The Fire Officer I as
a Company
Supervisor
CHAPTER 1

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Introduction (1 of 5)
 This textbook provides information to meet the National Fire
Protection Association (NFPA) 1021, Standards for Fire Officer
Professional Qualifications, at the Fire Officer I and Fire Officer
II levels.
 Four levels of fire officer: I, II, III, and IV

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Introduction (2 of 5)
 Fire Officer I
 Lieutenant
 Generally associated with an officer supervising a single fire company
or apparatus
 Fire Officer II
 Captain
 Generally refers to the senior non-chief officer level in a larger fire
department

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Introduction (3 of 5)
 Fire Officer III and IV generally refer to chief officer positions.
 Fire Officer III might work as a battalion or district chief in a large
department.
 Fire Officer IV tends to be a fire chief or hold another senior position.

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Introduction (4 of 5)
 Student will benefit from this textbook given prior understanding
of the emergency services regulatory environment, including:
 Negligence
 Duty to act
 Standard of care
 Tort immunity
 Types of laws
 Role of OSHA
 Sexual harassment

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Introduction (5 of 5)
 Officer is responsible for:
 Being a leader and supervisor for a crew of fire fighters
 Managing a budget for the station
 Understanding the response district
 Knowing departmental operational procedures
 Being able to manage an incident
 Understanding:
 fire prevention methods
 fire and building codes and applicable ordinances
 department’s records management system

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Fire Officer I Qualifications (1 of 5)
 Fire Officer I generally supervises:
 Single fire suppression unit
 Small administrative group within a fire department
 Achieves goals by working through subordinates to achieve
results

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Fire Officer I Qualifications (2 of 5)
 Administrative duties
 Record keeping
 Managing projects
 Preparing budget requests
 Initiating and completing station maintenance requisitions
 Conducting preliminary accident investigations

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Fire Officer I Qualifications (3 of 5)
 Supervisory duties
 Making work assignments
 Ensuring health and safety procedures followed
 Nonemergency duties
 Developing preincident plans
 Providing company-level training
 Delivering public education programs
 Responding to community inquiries

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Fire Officer I Qualifications (4 of 5)
 Emergency duties
 Supervising a group of fire fighters
 Functioning as initial arriving officer at emergency scene
 Performing scene size-up
 Establishing Incident Management System (ICS)
 Developing and implementing incident action plan
 Deploying resources
 Maintaining personnel accountability
 Conducting preliminary investigation
 Securing scene to preserve evidence
 Conducting postincident analysis

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Fire Officer I Qualifications (5 of 5)
 Candidates also required to meet Fire Fighter II and Fire
Instructor I requirements.
 IAFC uses “Supervising Fire Officer.”
 This textbook refers to Fire Officer I as “lieutenant.”

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Fire Officer II Qualifications (1 of 4)
 Fire Officer II classification begins with meeting all of the
requirements for Fire Officer I.
 Administrative duties
 Evaluating subordinate job performance
 Correcting unacceptable performance
 Completing formal performance appraisals
 Developing a project or divisional budget

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Fire Officer II Qualifications (2 of 4)
 Nonemergency duties
 Conducting inspections
 Reviewing accident, injury, and exposure reports
 Taking action to prevent reoccurrence
 Developing a preincident plan
 Developing policies and procedures appropriate for level of supervision
 Analyzing reports and data to identify problems, trends, or conditions
 Implementing corrective action

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Fire Officer II Qualifications (3 of 4)
 Emergency duties
 Supervising a multiunit emergency operation using the ICS
 Developing an operational plan to deploy resources to mitigate the
incident
 Determine the area of origin and preliminary cause of a fire
 Perform a postincident analysis

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Fire Officer II Qualifications (4 of 4)
 IAFC uses “Managing Fire Officer.”
 This textbook refers to Fire Officer II as “captain.”

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Roles and Responsibilities of the Fire Officer I (1 of 4)
 Supervises and directs the activities of a single unit
 Instructs members on operating procedures, including duty
assignments and special firefighting instructions
 Responds to alarms for:
 Fires
 Vehicle extrications
 Hazardous materials incidents
 Emergency medical incidents

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Roles and Responsibilities of the Fire Officer I (2 of 4)
 Assumes command of emergency scenes, analyzes situations,
and determines proper procedures
 Assures safety and well-being of fire fighters assigned
 Administers emergency medical first aid and CPR
 Oversees routine maintenance and inspections of apparatus
 Receives direction and instruction from fire captain and battalion
chief
 Provides training on apparatus operations and participates in
departmental training and drills
 Evaluates employee performance

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Roles and Responsibilities of the Fire Officer I (3 of 4)
 Reads and applies procedures and technical manuals
 Completes and maintains records
 Prepares necessary reports
 Performs preincident planning activities
 Conducts occupancy inspections
 Determines the preliminary origin and cause of a fire
 Conducts public education programs and fire station tours

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Roles and Responsibilities of the Fire Officer I (4 of 4)
 Assists in fire safety inspections
 Participates in and oversees equipment inspection and testing
 Works directly in firefighting activities
 Takes action on maintenance needs of equipment, buildings,
and grounds
 Supervises and performs maintenance and cleaning work

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Roles and Responsibilities of the Fire Officer II (1 of 4)
 Accomplishes goals through the work of supervisors and
subordinates
 Supervises and directs the activities of multiple units
 Assures compliance with departmental operating procedures
 Responds as the senior fire official to emergencies as required
 Assumes command of emergency scenes, per the ICS; analyzes
situations; and determines proper procedures until relieved
 Administers emergency medical first aid and CPR

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Roles and Responsibilities of the Fire Officer II (2 of 4)
 Assures safety and well-being of fire fighters
 Assures routine and preventive maintenance accomplished,
including inspections
 Receives direction and instruction from battalion chief and
administrative officers regarding operations
 Manages crew training
 Evaluates supervisor and employee performance and conducts
performance reviews
 Reads, studies, interprets, and applies departmental
procedures, technical manuals, building plans, and so on

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Roles and Responsibilities of the Fire Officer II (3 of 4)
 Completes and maintains records and prepares reports
 Performs preincident planning activities
 Conducts occupancy inspections
 Determines preliminary origin and cause of fire
 Manages various community risk reduction programs regarding
fire prevention and safety and conducts tours of the fire station
 Assists in fire safety inspections of public and private buildings
or property

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Roles and Responsibilities of the Fire Officer II (4 of 4)
 Manages inspection and testing of equipment
 Works directly in firefighting activities
 Takes appropriate action on maintenance needs of equipment,
buildings, and grounds

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The Fire Service in the United States (1 of 6)
 U.S. fire service originated as communities of citizens who
responded to fires.
 Civic duty
 No compensation
 Citizens volunteered their time

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The Fire Service in the United States (2 of 6)
 Today, there are different approaches:
 Volunteer departments without pay
 Volunteer departments paid by response
 Combination career and volunteer or paid-on-call personnel
 Usually provides faster response times
 Career departments with full-time paid personnel
 Typically where level of risk and call volumes require personnel on duty at all times

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The Fire Service in the United States (3 of 6)
 1.06 million fire fighters in U.S
 30% full-time
 70% volunteers
 42% of volunteers have more than 10 years of experience
 29,819 fire departments
 Paramedic-level EMS provided by 16% of departments
 72% work in communities with populations of 25,000 or more
 95% of volunteer fire fighters work in small or rural communities

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The Fire Service in the United States (4 of 6)
 History of the fire service
 First paid department in U.S. established in 1679 in Boston
 First organized volunteer fire company established in Philadelphia by
Benjamin Franklin in 1735
 George Washington imported one of the first hand-powered fire engines
from England.
 Past fires helped improve building standards and fire protection
systems.

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The Fire Service in the United States (5 of 6)
 Communications
 Vital for fire officer to coordinate
firefighting efforts
 Must be able to communicate with fire
fighters or summon additional
resources
 Two-way radios and electronic
amplification have improved
communications.
 Before this, the chief officer had to shout
commands through his trumpet.
© Jones & Bartlett Learning.

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The Fire Service in the United States (6 of 6)
 Paying for the fire service
 Early volunteer fire departments funded by
donations or subscriptions
 Many still rely on that source of funding today.
 First fire wardens employed by
communities
 Fire insurance companies established soon
after Great Fire of London in 1666 to help
owners cope with financial loss
 Houses with insurance designated with a fire
mark
 Today, local tax revenues pay for career fire
departments and support volunteer
organizations. © Jones & Bartlett Learning. Photographed by Glen E.
Ellman.

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Fire Department Organization (1 of 12)
 Model adopted reflects characteristics of the community and
conditions that resulted in organization of department
 This section examines the formal conditions and practices found in
most departments.

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Fire Department Organization (2 of 12)
 Source of authority
 The fire service usually draws authority from a government level: town,
city, county, etc.
 Fire chief accountable to governing body
 Fire fighters should consider themselves civil servants, working for the
tax-paying citizens who fund the fire department.

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Fire Department Organization (3 of 12)
 Federal and state governments also:
 Grant authority to fire departments
 Operate their own departments and agencies
 Some private corporations have government contracts to
provide fire protection services or offer subscription services to
private property owners.
 Most urban and suburban fire departments are organized by a
jurisdiction government.

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Fire Department Organization (4 of 12)
 Fire protection district
 Special political subdivision
 Single purpose: to provide fire protection within defined geographic
area
 Overseen by a fire district board
 Usually elected by voters
 Operates much like a school district
 Sets tax rate
 Collects taxes
 Issues bonds
 Some volunteer departments are independent of any local
government body.

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Fire Department Organization (5 of 12)
 Ranks vary by department, but chain of command generally the
same
 Fire fighters usually report to supervising officer/lieutenant responsible
for single company
 Supervising and managing officers report directly to administrative
officers, usually called chiefs
 Battalion chiefs, or district chiefs, responsible for managing activities of
several fire companies within an area
 Assistant or division chiefs a rank above battalion chiefs and usually in
charge of major functional areas
 Fire chief is executive fire officer with overall responsibility for
administration and operations of department

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Fire Department Organization (6 of 12)
 Chain of command
 Used to implement department rules,
policies, and procedures
 Enables department to efficiently and
effectively fulfill mission
 Ensures given task is carried out
uniformly
© Jones & Bartlett Learning.

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Fire Department Organization (7 of 12)
 National Incident Management System
 Established by FEMA and includes the ICS
 Applies to all incidents, regardless of cause, size, location, or
complexity
 Standard for emergency management for both planned and emergency
events
 Expand or contract based on event
 Standard set of concepts and principles for all events

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Fire Department Organization (8 of 12)
 Management principles
 Paramilitary style of leadership
 Unity of command
 Span of control
 Division of labor
 Discipline

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Fire Department Organization (9 of 12)
 Unity of command
 Fire fighter answers to one
supervisor
 Supervisor answers to one
boss
 Direct route of responsibility
from chief to fire fighter
 All functions assigned
according to incident priorities
 Prevents fire fighter from
becoming overwhelmed by
conflicting assignments
© Jones & Bartlett Learning.

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Fire Department Organization (10 of 12)
 Span of control
 Maximum number of personnel or activities one individual can control
 Usually three to seven
 Fire officer must recognize his or her own span of control to be effective
 Division of labor
 Breaks down overall strategy into smaller tasks
 Divided into units based on function
 Prevents duplication of job assignments

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Fire Department Organization (11 of 12)
 Discipline
 Department establishes guidelines for fire fighters
 Behavioral requirements include following orders from superior officers
and performance expectations
 Standard operating procedures
 Corrective disciplines discourage inappropriate behavior

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Fire Department Organization (12 of 12)
 Other views of organization
 By function
 Examples: training division, engine companies, hazardous materials squads
 By geography
 Each department responsible for specific geographic area
 By staffing
 In all models, company officer acts as staffing coordinator

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The Functions of Management (1 of 3)
 Planning
 Developing a scheme, program, or method worked to accomplish
objective
 Fire officer develops plans to achieve departmental, work unit, and
individual objectives
 Short-range planning: extends up to a year
 Medium-range planning: 1–3 years in advance
 Long-range planning: longer than 3 years in advance
 Includes establishing goals and objectives, then developing a way to
meet and evaluate those goals and objectives

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The Functions of Management (2 of 3)
 Organizing
 Putting resources (people, equipment, structure, time) together into an
orderly, functional, structured whole
 Includes decisions about who will perform certain duties
 Leading
 Guiding or directing course of action
 Complex process of influencing others to accomplish task
 Includes motivating, training, guiding, and directing

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The Functions of Management (3 of 3)
 Controlling
 Restraining, regulating, governing, counteracting, or overpowering
 Includes ensuring compliance with departmental policies
 Fire officers use functions of management to get work
accomplished by and through others
 Four functions constitute a continuous cycle; never finished
 Each level may use each to different degrees

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Rules and Regulations, Policies,
and Standard Operating Procedures (1 of 3)
 Must thoroughly know department’s regulations, policies, and
standard operating procedures
 Must not only follow directives but also ensure compliance by
subordinates

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Rules and Regulations, Policies,
and Standard Operating Procedures (2 of 3)
 Rules and regulations
 Developed by government or government-authorized organizations to
implement a law
 Example: wearing a seat belt in vehicles
 No room for latitude or discretion
 Policies
 Provide guidelines for present and future actions
 Often require judgment on best course of action within the policy
 Example: maintaining station sidewalk safety in winter

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Rules and Regulations, Policies,
and Standard Operating Procedures (3 of 3)
 Standard operating procedures (SOPs)
 Written organizational directives that establish routine methods to follow
for designated operations or actions
 Developed within department and approved by chief
 Provide a uniform way to deal with emergency situations
 Example: step-by-step process for vertical ventilation
 Sometimes called standard operating guidelines

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Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Establishing a Strong Supervisor/Employee
Relationship (1 of 2)
 Basis for strong, positive, and effective relationship is open,
honest, and constant communication
 Key recommendations include:
 Schedule regular one-on-one meetings
 Schedule regular meetings with whole company
 Work together to develop solutions
 If relationship is rocky, improve by listing areas in which you can
succeed together
 Start with easy goals and build on success

49. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Establishing a Strong Supervisor/Employee
Relationship (2 of 2)
 Maintaining good relationship does not mean agreeing on
everything.
 In some cases, mediation is necessary.
 Always be honest and up-front.
 Cooperative, collaborative supervisor/employee relationship is
the profession at its best.

50. Copyright
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Group,
A
Division
of
Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Positive Labor-Management Relations (1 of 2)
 Healthy labor-management relationship is essential.
 Positive outcomes
 Avoiding strife
 Success is built on honest communication
 Each side must focus on mutual benefits

51. Copyright
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Group,
A
Division
of
Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Positive Labor-Management Relations (2 of 2)
 The root cause of almost every labor disturbance is failure to manage
the relationship properly.
 Move away from confrontational strategies and toward cooperative
relationships.
 Everyone can lose power and influence in the aftermath of conflict.
 Positive relationships built on mutual respect and understanding
produce results.
 Most successful and progressive departments put significant effort
into managing labor-management relationships.
 Public support is vital for both sides.

52. Copyright
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Group,
A
Division
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Jones
&
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Learning.
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and
the
National
Fire
Protection
Association.
The International Association of Fire Fighters (1
of 2)
 Largest fire service labor organization
in U.S.
 Represents 316,000 fire fighters and
paramedics
 Has existed for more than a century
 Initial principle objectives:
 Establish two-platoon/12-hour workday
schedule
 Ensure promotions based on merit
Courtesy of IAFF.

53. Copyright
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Division
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Jones
&
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Learning.
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and
the
National
Fire
Protection
Association.
The International Association of Fire Fighters (2
of 2)
 Unique in its dominance of a single profession
 Other organizations have very little influence
 Advocacy has improved
 Quality of protective clothing
 Safety of equipment
 Content of training programs
 Response to addiction and PTSD
 Advanced emergency techniques

54. Copyright
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Group,
A
Division
of
Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
National Volunteer Fire Council (1 of 2)
 Leading nonprofit membership association representing
volunteer interests
 Provides resources, programs, education, and advocacy
 24,551 individuals, departments, associations, and businesses

55. Copyright
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Group,
A
Division
of
Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
National Volunteer Fire Council (2 of 2)
 Programs include:
 Fire Corps
 Heart-Healthy Firefighter Program
 National Junior Firefighter Program
 Make Me a Firefighter recruitment program
 Share the Load
 Wildland Fire Assessment Program

56. Copyright
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Group,
A
Division
of
Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
The Fire Officer’s Role as a Supervisor (1 of 2)
 Basic authority of a supervisor and duties of subordinates
defined by:
 Personnel rules of city or governmental organization
 Specific rules, regulations, and procedures of department
 Collective bargaining agreement or labor contract
 Supervisors expected to follow all established rules and
procedures in assigning duties and all other aspects of the
relationship with subordinates
 Significant challenge for newly promoted officers

57. Copyright
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Division
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Jones
&
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Learning.
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and
the
National
Fire
Protection
Association.
The Fire Officer’s Role as a Supervisor (2 of 2)
 Line between labor and
management complicated because
everyone belongs to same collective
bargaining unit
 As a supervisor, a fire officer
generally first point of contact
between fire fighters and
department organization
 First opportunity to resolve the problem
 Must clearly understand established
problem-solving process
© Jones & Bartlett Learning. Photographed by Glen E.
Ellman.

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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer’s Tasks (1 of 3)
 Beginning of shift report
 Provided to battalion or district chief
 May be electronic, paper, or verbal
 Ensures adequate staffing and equipment
 Notes any staffing issues, location and
condition of apparatus, any must-know
information
© Jones & Bartlett Learning. Photographed by Glen E.
Ellman.
© Jones & Bartlett Learning.

59. Copyright
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Division
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Jones
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Learning.
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and
the
National
Fire
Protection
Association.
The Fire Officer’s Tasks (2 of 3)
 Notifications
 Must make prompt notifications
 “No surprises” rule

60. Copyright
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and
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Fire
Protection
Association.
The Fire Officer’s Tasks (3 of 3)
 Decision making and problem
solving
 Chiefs want new officers to run
companies and make decisions
within scope of responsibility.
 Chiefs available for consult but
should not run fire stations
 Do not complain about a problem
without proposing solutions. © Jones & Bartlett Learning. Photographed by Glen E. Ellman.

61. Copyright
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Learning.
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and
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National
Fire
Protection
Association.
The Transition from Fire Fighter to Fire Officer (1 of 2)
 Major changes in fire fighter’s career
 Completes probation training period
 Gets promoted to officer
 Gets promoted to chief officer
 Retires
 All four represent a significant change in relationship between
individual, organization, and other members
 Primarily related to sphere of responsibility

62. Copyright
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Division
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
The Transition from Fire Fighter to Fire Officer (2 of 2)
 Promotion to fire officer a large
step
 Often requires new officer to
change some on-duty behaviors or
practices
 Wearing fire officer badge
enhances effect and consequences
of any action or response
 Promotion to chief officer an
even larger step
 Less of a hands-on role
 Works outside hazardous area but
still responsible
Courtesy of Captain David Jackson, Saginaw Township Fire
Department

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and
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Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(1 of 6)
 Supervisor
 Official representative of fire chief
 Every fire officer issues orders and directives consistent with chief’s
objectives
 Supervise in a manner consistent with all rules and regulations

64. Copyright
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Division
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(2 of 6)
 Supervisor
 Unpopular orders and directives
 May be required to enforce, even if you
disagree
 Determine story behind directive to put it in
perspective
 Express concerns/objections with supervisor
in private
 Occasionally, special circumstances may
require authorized adjustments
 Once private meeting over, enforce order as
issued or amended
 Telling subordinates that you do not agree
with the order undermines your authority.
© Jones & Bartlett Learning. Photographed by Glen E. Ellman.

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and
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National
Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(3 of 6)
 Commander
 When operating scene of an incident
 Functions as commander
 Exercises strong direct supervision
 Is responsible for directing additional
resources
 Might function as the initial incident
commander
 Ability to bring order out of chaos
requires a well-developed skill set
 Clear, calm, and concise radio
transmissions
 Communication consistent with
requirements and ICS
© Jones & Bartlett Learning. Photographed by Glen E. Ellman.

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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(4 of 6)
 Commander (cont.)
 Developing command presence is key
 Ability to project image of being in control
 Officer must convince others to follow
 Establishing command requires:
 Detailed knowledge of responding
companies
 Mastery of local procedures
 Ability to issue clear, direct orders
 Command presence can
constructively focus efforts of an
action-oriented team.
Courtesy of William Moreland.

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Division
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Jones
&
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Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(5 of 6)
 Trainer
 Officer has responsibility to make sure
fire fighters are confident and competent
 Responsible for performance level of company
 Must establish set of expectations
 Specialized knowledge may be requisite
 Some districts require higher skill or
knowledge levels than others
© Glen E. Ellman.

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Division
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&
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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer as Supervisor-Commander-Trainer
(6 of 6)
 Trainer (cont.)
 Company officer plays key role in
developing company-specific
competencies
 Develop a personal training library
 Know the neighborhood
 Use problem-solving scenarios
© Jones & Bartlett Learning. Photographed by
Glen E. Ellman.

69. Copyright
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Group,
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Division
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Jones
&
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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer’s Supervisor (1 of 2)
 Supervisor usually a command-level officer who
supervises numerous fire companies
 Regardless of organizational structure, every
fire officer obliged to work effectively with a
supervisor
 Keep supervisor informed
 Make appropriate decisions at level of responsibility
 Consult with supervisor before major disciplinary
actions or policy changes
 Make sure supervisor not surprised or blindsided
 Problems should be addressed and situations
resolved where and when they occur.
© Jones & Bartlett Learning. Photographed
by Glen E. Ellman.

70. Copyright
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer’s Supervisor (2 of 2)
 Some issues require consult with supervisor
 If decision has impact beyond fire officer’s scope of authority, it
is time to move discussion up to next level in chain of command
 This policy also applies before major disciplinary action taken
 All discipline should be delivered in a consistent and impartial manner
 Also recommended practice in most volunteer departments

71. Copyright
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Group,
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Jones
&
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Learning.
www.psglearning.com
and
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National
Fire
Protection
Association.
Integrity and Ethical Behavior (1 of 5)
 Formal organization provides officer with symbols of power
(badge, insignia, helmet markings), but core values are what
create an effective fire officer.
 An unethical fire officer is ineffective and damages reputation.
 Corrupt officials will corrode public trust.

72. Copyright
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Group,
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
Integrity and Ethical Behavior (2 of 5)
 Integrity
 Complex system of inherent
attributes that determine a person’s
moral and ethical actions and
reactions, including honesty.
 Can be demonstrated by steadfast
adherence to moral code
 Organizations publish their
expectations as a code of
ethics/conduct or list of value
statements.
© Jones & Bartlett Learning. Photographed by Glen E. Ellman.

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Learning.
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and
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National
Fire
Protection
Association.
Integrity and Ethical Behavior (3 of 5)
 Ethical behavior
 Decisions and behavior consistent with department values, mission,
and code of ethics
 Inappropriate behavior can be a target of attention from the media.
 Ethical choices are based on a value system.
 If organizational values not clear, individuals substitute their own value
system

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Jones
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Learning.
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and
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National
Fire
Protection
Association.
Integrity and Ethical Behavior (4 of 5)
 Ethical behavior (cont.)
 Organizations need:
 Code of ethics well known throughout the organization
 To select employees who share organization values
 To ensure that top management exhibits values
 Clear job goals
 Performance appraisals that reward ethical behavior
 An ethics training program

75. Copyright
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Group,
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Division
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Jones
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Learning.
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and
the
National
Fire
Protection
Association.
Integrity and Ethical Behavior (5 of 5)
 Ethical behavior (cont.)
 Ask yourself:
 What would my parents and friends say if they knew?
 Would I mind if the newspaper ran it as a headline story?
 How does it make me feel about myself?
 The fire officer should act as if someone is always documenting his or her actions
when out of the fire station.

76. Copyright
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Public
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Group,
A
Division
of
Jones
&
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Learning.
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and
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National
Fire
Protection
Association.
Workplace Diversity (1 of 3)
 Diversity reflects differences in terms of age, cultural
background, race, religion, sex, and sexual orientation.
 Civil rights are established by federal laws enforced in the
workplace by:
 Equal Employment Opportunity Commission
 Title VII of the Civil Rights Act of 1964
 It is illegal for an employer to:
 Refuse to hire or discriminate against any individual in terms of
employment because of race, color, religion, sex, or national origin
 Limit, segregate, or classify employees or applicants on the basis of
race, color, religion, sex, or national origin

77. Copyright
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Group,
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Division
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
Workplace Diversity (2 of 3)
 Civil Rights Act of 1991 provides additional compensatory and
punitive damages.
 Many fire departments have made changes to recruitment,
hiring, and promotion practices to comply with civil rights laws.
 Workforce should reflect community it serves

78. Copyright
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Jones
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and
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National
Fire
Protection
Association.
Workplace Diversity (3 of 3)
 Consent decree can require:
 Community outreach
 Job fairs
 Pre-employment preparation
 Peer group coaching
 Meetings with a department representative to determine progress
 Some departments operate under a specific court-mandated
hiring process.
 Expiration of a court order does not relieve the fire department
of its charge to maintain diversity.

79. Copyright
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Division
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Jones
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Learning.
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and
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National
Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(1 of 9)
 Today’s supervisor has the benefit of 4 decades of equal
employment opportunity/affirmative action court decisions to
guide decision making.
 Fire officers should focus on actionable items and the definition
of a hostile work environment.
 Hostile work environment can result from unwelcome conduct of
supervisors, co-workers, customers, contractors, or anyone else with
whom the victim interacts on the job, and the unwelcome conduct
renders the workplace atmosphere intimidating, hostile, or offensive.

80. Copyright
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and
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National
Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(2 of 9)
 Actionable items
 Employee behavior that requires immediate corrective action by
supervisor
 e.g., use of derogatory or racist words in workplace
 Failing to act when situations likely to create liability and loss for
department

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and
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National
Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(3 of 9)
 Actionable items (cont.)
 Fire officer must act immediately
 Speak privately with offending fire
fighter
 Counsel fire fighter that these words
are unacceptable
 Provide fire fighter with EEO/AA policy
statement and code of conduct
 Maintain record of counseling session
 Ensure higher-level supervisor is
informed
© Jones & Bartlett Learning. Photographed by Glen E. Ellman.

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and
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National
Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(4 of 9)
 Actionable items (cont.)
 Same policy applies to regularly assigned fire fighters, those visiting the
fire station, and other uniformed or civilian members.
 Unacceptable language requires an immediate response.
 Failure to act is interpreted as official condoning/encouragement of the behavior.
 What constitutes harassment remains dynamic.
 Officer must stay informed.
 Most large organizations have EEO/AA office that can answer questions.

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Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(5 of 9)
 Hostile workplace and sexual harassment
 EEOC amended sexual harassment guidelines in 1999.
 Broadened types of harassment
 Requires employers to maintain harassment-free work environment
 Standard is what a “reasonable person” in same circumstances would
find intimidating, hostile, or abusive
 Employers liable for acts of those who work for them
 Why fire officer must immediately act

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Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(6 of 9)
 Hostile workplace and sexual harassment (cont.)
 Sexual harassment is unwelcome sexual advances, requests for sexual
favors, and other verbal or physical harassment of a sexual nature.
 Hostile workplace complaints will shape workplace diversity.
 Hostile workplace issues can result in large court-directed settlements.

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Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(7 of 9)
 Handling a harassment or hostile workplace complaint
 Initiating a complaint
 Federal government, local government, fire department
 Fire officer may be first point of contact
 Should know department’s procedure for handling complaints
 Designated role depends on the department/jurisdiction procedures
 Keep an open mind
 Treat person filing complaint with respect and compassion
 Do not blame person filing

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Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(8 of 9)
 Handling a harassment or hostile workplace complaint (cont.)
 Do not retaliate against complainant
 Follow established procedures
 Interview people involved
 Look for corroboration or contradiction
 Keep it confidential
 Write it all down
 Cooperate with government agencies

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Fire
Protection
Association.
The Fire Officer’s Role in Workplace Diversity
(9 of 9)
 Handling a harassment or hostile workplace complaint (cont.)
 Regardless of where complaint is filed, chief required to take corrective
action if investigation confirms complaint has merit
 Mandatory training
 Work location transfer
 Demotion
 Termination

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Association.
Credentialing and Fire Officer Development (1 of
3)
 History of company officer practice
 Big-city company foreman of 1880s
 Experience from 20th century wars evolved practice and procedures
 NFPA codified professional qualification standards
 IAFC expanded company officer development to prepare for CFO
designation

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Credentialing and Fire Officer Development (2 of
3)
 Two organizations offer credentialing
 CPSE
 International technical organization
 Works with most fire and emergency service agencies
 Mission to lead service to excellence
 Provides accreditation and credentialing
 CPC offers 5 distinct designations, looking at whole officer
 Includes a self-assessment, professional portfolio, peer review, and interview
process

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Credentialing and Fire Officer Development (3 of
3)
 Two organizations offer credentialing (cont.)
 NFA
 Works to enhance ability services and allied professionals to deal more effectively
with emergencies
 Free training courses and programs
 Managing Officer Program is multiyear curriculum that introduces emerging
emergency service leaders to needed skills
 Elements include 5 prerequisite sources, 4 courses at the NFA, and a community-
based capstone project

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Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
The IAFC Company Officer Leadership Program (1 of
2)
 Designed for:
 Crew leaders
 Senior station leadership
 Sergeants
 Lieutenants
 Captains
 Three-level program provides what company officers need and
chief officers expect
 Based on NFPA 1021 and IAFC Officer Development Handbook

92. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
The IAFC Company Officer Leadership Program (2 of
2)
 Each level consists of 21 contact hours:
 Administration and Human Relations, 3 hours
 Leadership, 3 hours
 Community Risk Reduction, 3 hours
 Operations, 3 hours
 Safety, Health, and Wellness, 3 hours
 Elective, 3 hours
 Social Learning and Networking, 3 hours

93. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (1 of 8)
 At the Fire Officer I level, emphasis is placed on accomplishing
the department’s goals and objectives by working through
subordinates to achieve desired results.
 The Fire Officer I performs administrative duties and supervisory
functions that are related to a small group of fire department
members.
 The roles and responsibilities of a fire officer differ from those of
a fire fighter. Understanding the new role is essential.

94. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (2 of 8)
 Most fire department organizations divide fire fighters into two
categories: career and volunteer.
 Source of authority, chain of command, and the NIMS models
help departments focus individual efforts and provide structure.
 Most fire departments are structured on the basis of four
management principles: unity of command, span of control,
division of labor, and discipline.

95. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (3 of 8)
 The four functions of management are planning, organizing,
leading, and controlling. Fire officers use the functions of
management to get work accomplished by and through others.
 The fire fighter is required to follow all regulations, policies, and
procedures. The fire officer must not only follow these directives
but also ensure compliance with them by subordinates.

96. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (4 of 8)
 The basis for a strong, positive, and effective
supervisor/employee relationship is open, honest, and constant
communications between the fire officer and the fire fighter.
 The root cause of almost every labor disturbance is a failure to
manage the relationship between labor and management
properly.

97. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (5 of 8)
 Important leadership concepts and activities include the
beginning of shift report, notifications, decision making, and
problem solving.
 A significant change occurs when the fire fighter transitions to a
fire officer. The company-level officer is directly responsible for
the supervision, performance, and safety of a crew of fire
fighters.

98. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (6 of 8)
 In the supervisor role, the fire officer functions as the official
representative of the fire chief. When operating at the scene of
an emergency incident, the fire officer is expected to function as
a commander and to exercise strong direct supervision over the
company members.
 The company-level officer is responsible for the performance
level of the fire company.

99. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (7 of 8)
 A fire officer’s supervisor is usually a command-level officer (a
battalion chief, a district chief, or a battalion commander) who
supervises numerous fire companies within a geographic area.
 The fire officer should demonstrate the behaviors that he or she
says are important.

100. Copyright
©
2021
by
Public
Safety
Group,
A
Division
of
Jones
&
Bartlett
Learning.
www.psglearning.com
and
the
National
Fire
Protection
Association.
Summary (8 of 8)
 Diversity, as applied to fire departments, means the workforce
should reflect the community it serves.
 There are two organizations that offer fire credentialing: the
Center for Public Safety Excellence and the National Fire
Academy.