Building an Effective Fire Prevention Organization
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With the many tasks, responsibilities, and requirements of the fire prevention organization how can personnel and resources be best utilized to ensure that they are functioning at optimal effectiveness? Can they know that they are focusing on the right tasks and activities? The solution is a clear plan of action that identifies and provides for the most effective and efficient methods for performing essential fire prevention functions. - Identify the seven disciplines of effective and efficient fire prevention organizations. - Describe the key functions, features, and components of each discipline. - Apply practical guidance for implementation of each discipline. - Utilize readily available tools and resources for continued effectiveness and efficiency.
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Building an Effective Fire Prevention Organization
- 1. Building an Effective Fire Prevention Organization Aaron Johnson FRE 2019
- 2. The 7 Disciplines 1.Know your community. 2.Have a plan. 3.Enforce the code. 4.Be proactive with plan reviews and field inspections. 5.Investigate fire incidents. 6.Educate the public. 7.Be adequately staffed. 2
- 3. 1 Know your community. 3 CRA - data - strategy
- 4. C R A Community Risk Assessment 4
- 5. 1.Demographics 2.Geographic profile 3.Building stock 4.Fire experience profile 5.Incident response profile 6.Hazard assessment 7.Economic profile 5
- 6. Thus, what enables the wise sovereign and the good general to strike and conquer, and achieve things beyond the reach of ordinary men, is foreknowledge. - Sun Tzu 6
- 8. Fire Strategy ▪ Specific to your CRA ▪ Clear and concise ▪ Detailed, yet flexible ▪ Realistic and achievable goals ▪ Organic and dynamic 8
- 9. Have you planned for the future of your organization? 9
- 10. 3 Enforce the code. 10 Existing structures time - resources
- 11. Frequency of Inspections High Risk Annual Moderate Risk Biennial Low Risk Triennial Critical Infrastructure As needed, per AHJ 11
- 12. Company Level Inspection Programs FS 633.216(3) FAC 69A-39.005(2) 12
- 13. 4 Plan Review and Field Inspections 13 Expectation 9 elements - CO
- 14. 9 Elements of Plan Review 1.Environmental Impact/Feasibility Study 1.Water Supply/Fire Flow 1.Emergency Vehicle Access 1.Building Plans 1.CO Inspections 6.Hazardous Materials 6.Fire Protection Systems 6.Field Acceptance Tests 6.Certificate of Occupancy 14
- 15. 5 Investigate Fire Incidents 15 Origin & Cause Data NFPA 1021
- 16. NFPA 1021, Standard for Fire Officer Professional Qualifications NFPA 921,Guide for Fire and Explosion Investigations NFPA 1033, Standard for Professional Qualifications for Fire Investigator 16
- 18. What does public education look like at your department? 18
- 19. 7 Be Adequately Staffed 19 Task analysis-5 steps
- 20. 20 Life Safety Inspections Fire Protection Systems ITM Permits (hot work, events, confined space, etc.) Training Class Delivery Public Education Software Administration Policies, Procedures, R&D Fire/Evacuation Drills
- 21. 21 Life Safety Inspections 600 hrs/yr Fire Protection Systems ITM 350 hrs/yr Permits (hot work, events, confined space, etc.) 250 hrs/yr Training Class Delivery 250 hrs/yr Public Education 250 hrs/yr Software Administration 100 hrs/yr Policies, Procedures, R&D 150 hrs/yr Fire/Evacuation Drills 80 hrs/yr
- 22. 22 Life Safety Inspections 600 hrs/yr Fire Protection Systems ITM 350 hrs/yr Permits (hot work, events, confined space, etc.) 250 hrs/yr Training Class Delivery 250 hrs/yr Public Education 250 hrs/yr Software Administration 100 hrs/yr Policies, Procedures, R&D 150 hrs/yr Fire/Evacuation Drills 80 hrs/yr Total Task Hours 2,030 hrs/yr
- 23. 23 Total Work Hours 2,080 hrs/yr Less Holidays (-) 80 hrs/yr Less Vacation (-) 40 hrs/yr Less Sick Leave (-) 40 hrs/yr Less Required Training (-) 40 hrs/yr Total Work Hours Available 1,880 hrs/yr
- 24. 24 Total Task Hours 2,030 hrs/yr ÷ Total Work Hours Available 1,880 hrs/yr ＝ Total Personnel Needed 1.08 FTE
- 25. 25 Total Task Hours 10,000 hrs/yr ÷ Total Work Hours Available 1,880 hrs/yr ＝ Total Personnel Needed 5.32 FTE
- 26. 26
- 27. The 7 Disciplines 1.Know your community. 2.Have a plan. 3.Enforce the code. 4.Be proactive with plan reviews and field inspections. 5.Investigate fire incidents. 6.Educate the public. 7.Be adequately staffed. 27
- 28. 28
- 29. 29
- 30. 30
Editor's Notes
- Intro. Why this presentation? The two biggest challenges being faced by fire departments and fire prevention organizations are budgets and personnel. Specifically, having enough funds and personnel to provide essential fire prevention services. With limited personnel, fire prevention organizations are being forced to function more effectively and efficiently than ever before. With the many tasks, responsibilities, and requirements of the fire prevention organization how can we best utilize our personnel and ensure that they are functioning most effectively and efficiently by focusing on the right things? [See, “Overwhelmed Fire Inspectors” story.] In response to requests to address staffing of fire prevention organizations, in 2016, the National Fire Protection Association (NFPA) released the inaugural publication of NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations. Based on historical context, current needs, best practices, published standards, and successful fire prevention programs, we can identify 7 habits that can be implement to ensure effective and efficient fire prevention operations and organizations. Our objective today is to learn what these 7 habits are, understand how they apply to your organization.
- Know your community. Have a plan. Enforce the code. Be proactive with plan review and field inspections. Investigate fire incidents. Educate the public. Be adequately staffed.
- Successful fire prevention and life safety programs and operations start with knowledge. Knowledge of the community served, its needs, its structures, its risks and hazards. Knowledge of your community can be utilized to direct the priorities and strategies of your fire prevention organization. Obtaining knowledge of your community is a three step process: Step 1. gathering information Step 2. analyzing the data Step 3. developing a strategy
- This process is commonly referred to as a CRA. This is an exercise in compiling data, from a variety of sources that will provide a picture of the community and its fire and life safety history in order to predict and prevent future incident and loss. The CRA process will reveal trends, community needs,and exposure risk. This is the most critical component of a successful, effective, and efficient fire prevention program or organization. This is the foundation. What do we need to know? How can we get this information?
- What do we need to know? 7 content areas for a CRA (from NFPA 1730). Discuss each of these, briefly. Demographics - What is the composition of your communities population? Demographic factors include: age, gender, socio-economic background, home ownership, recreational activities, religious affiliation, ethnicity, culture, languages and customs? Geographic overview - What are the physical features of your community? Are you familiar with the layout? Do you know what goes on in each geographical location? What are the challenges or hazards created by the geographic layout? Building stock - What are the different occupancy types within your community? How many buildings are there? How many of each occupancy type? What happens in each of these buildings, structures, or different occupancies? Do you know the processes and hazards that they contain? Fire experience - What fire incidents have occurred in the past? How was the response to these incidents (by the public and the fire department)? What are the most common or recurring fire incident types or fire incident locations? Responses - What are the most common calls for service that are received? What type of emergencies are you most responding to? Hazards - What hazards exist within your facility? What hazards could your facility be exposed to? Are you prepared for those? What tasks, functions, training, or resources may be needed to prevent these from happening, or ensure readiness to respond to these incidents? Economic stability - Which activities, systems, processes, or structure are vital to the financial sustainability of your community? What asset, if lost, would have the most financial impact, and contribute the most financial loss? Where data comes from - databases, fd personnel, outside experts
- Sun Tzu quote, The data and CRA allow the FPO to: gain insights into the fire problem improve resource allocation identify community needs (see pg. 12)
- See pg. 13 In the fire service we have plans and procedures for everything. We have SOP/SOG that provide standard operating directives, we have fire pre-plans, we create incident action plans, we establish organizational master and strategic plans. There often is no fire prevention plan. Or the plan is simply to keep doing what we’ve always done, or what another department is doing, or what someone says we should do. What we need is a clear, focused, and strategic, fire prevention plan. This plan comes from the data we just collected and discussed in our CRA. It is only after we have defined our communities needs and identified the risks and hazards present, that a strategy for prevention and mitigation can be developed. Two types of plans we need: operational and organizational. The operational plan is an SOG/SOP for our fire prevention operations. It outlines the process for how our department conducts its fire prevention duties (inspections, plan review, public education, investigations, etc.). However, above and beyond a fire prevention SOP is an organizational plan. A fire prevention plan should provide a strategy for the long-term growth and continued functionality of the whole fire prevention organization. The word ‘Strategy’ implies a deliberate long-term course of action, not a quick fix.
- In his book, Fire Strategies - Strategic Thinking, Paul Bryant identifies five properties of a fire strategy: (pg. 14) To be specific to the unique set of fire-related parameters of the community profile. To be a clear and concise document, despite the necessary and sometime complex processes through its drafting. To have the necessary detail to enable effective planning and design; yet, not inflexible to changing technologies or philosophies. To have realistic and achievable goals. To be an organic and dynamic object. It should be modified and adjusted for it to remain true to its inherent goal.
- Discuss questions on pg. 16-17. Do you have an fire prevention specific organizational master plan? This is a plan that identifies who you are as an organization, why you do what you do, and how you are going to do it. Seven questions that can provide clarity in this process: What is the vision for our organization? Who is our “target” audience/customer/client/people group? What is our DNA as an organization? How do we define “value” for our organization? What is our “story” and how should it be communicated? If space, resources, or finances were not an issue, what programs or offerings would be started, provided, or expanded? If we do not start, provide, or expand the above services, what impact will that have on our community?
- Code enforcement is a key component in preventing fire and life safety incidents from occurring in existing structures. This can be a daunting task as it can be the most time consuming and require the largest commitment of personnel. However, by breaking down this large process into smaller pieces we can ensure that all occupancies are inspected at regular intervals. Based on the building stock (occupancy types, structures, construction/protection features, operations, process hazards, etc.). You can determine which occupancies are at the greatest risk for fire and create an inspection schedule accordingly.
- Categorized during the “building stock” phase of the CRA. Discuss each type, give examples (pg. 20) Each occupancy can be assigned to a risk category of high, moderate, low, or critical. High risk occupancies may be inspected annually, while moderate to low risk areas are inspected biennially or triennially. Critical facilities and infrastructure may need to be inspected more frequently, or multiple times per year. High Risk. Buildings having a history of frequent fires and a high potential for life or economic loss; or a building in which occupants must rely heavily on the building's fire protection features Apartments, healthcare, detention, assembly, educational Moderate Risk and Low Risk. Buildings having a moderate or low fire history and present only moderate or minimal potential for life or economic loss. Ambulatory care, industrial (moderate) Storage, mercantile, business (low) Critical Infrastructure. Vital assets, systems, networks, or structures whose damage or destruction would have a debilitating effect on the community. Water treatment, power plants, public safety buildings, special structures (economic impact), data center Have students provide examples of each within their own jurisdictions.
- An option for assiting with the workload of code enforcement is a company level inspection program. A high priority for our facility is asset protection. The majority of our structures fall within the high risk, or critical infrastructure categories. Based on this we conduct quarterly code compliance inspections and monthly general safety walk-throughs. This requires a large amount of man hours to accomplish, with one or two people, this could be all consuming. However, for the monthly walk-throughs we utilize company level inspections. We instituted an in-service fire inspection program, where those interested could take 24 hours of training. This training consisted of a core of general knowledge for fire inspections, such as - building construction, plans review, fire protection systems, codes and standards, and general inspection practices - and how these related specifically to aviation facilities in general and our facility specifically. Over 50% of our department is certified as special in-service fire inspectors. This gives us a large group of people, that have expanded knowledge of fire prevention, life safety, and code compliance issues. They can be utilized to assist in routine inspections, and they are also more aware of issues, and can report them so they can be addressed. Florida outlines these programs and requirements in FS 633.216(3) and FAC 69A-39.005(2). 24 hours of training - 16 general fire prevention, 8 department specific
- (see pg. 25) why this is important? It is only through the plan review process that a builder or property owner can understand the feasibility and expected costs of their project. It also provides a preview of what the fire department can expect to be coming to their community. The plan review process reveals site access, water supply, construction features, and fire protection systems availability. Hazardous processes that take place within the structure, or hazardous materials stored on-site can also be discovered in the plan review phase. Compliance with construction codes and installation standards is ensured through the field inspection activity. Systems are tested for functionality, and the structure and operation features are inspected throughout the process to culminate in the building owner receiving his final CO. The CO signifies that compliance standards have been met, and the building is safe for occupants.
- Discuss. (see pg. 25-26) NFPA 1730 lists 9 elements of the plan review and field inspection process: Fire protection environmental impact (feasibility study). Emergency response times/capabilities/needs - communications capabilities - fire protection alternatives/equivalencies - service delivery/concurrency evaluations conducted Water supply and fire flow. hydrants availability - water main requirements - availability of water supply and required flows Emergency vehicle access. Based on largest piece of FD apparatus that may have to be used Driving surfaces - widths - overhead clearances - loads - turnarounds - dead ends - required fire lanes Construction building plans. Code compliance - occupancy classifications - construction type - required fire protection features - fire resistance ratings - interior finishes - special hazards Certificate of occupancy inspections. Inspections conducted throughout the project Includes all trades (plumbing, HVAC, electric, etc.) - fire protection Ensure that what was approved on the plans is being installed in the building - built as drawn/approved Hazardous materials and processes. Storage - handling - transfer - containment - emergency planning - fire protection Fire protection system plans. Confirm required systems are in place - designed properly - work for structure Sprinklers - alarms - fire pumps - kitchen hoods - elevator recall - smoke management Fire and life safety systems field acceptance tests. Visually witness correct operation of the systems - confirms they are in place and functional - in accordance with all codes and standards CO issued. Main objective of any building project. All work completed - all items installed - all systems functional - safe to occupy
- Why? (see “7 habits” notes) How to use investigation data? (see pg. 33) Conducting origin and cause fire investigations provides a whole different set of data than can be gained through, inspections or enforcement. Conducting investigations can contribute to knowing your community and to creating your fire prevention plan. Based on investigations, new hazards can be identified, and incident causes can be tracked. The information and data gained from conducting fire investigations is useful for: Improving public awareness and education Implementing more aggressive inspections Providing input into fire fighting tactics and operations Modifying regulatory requirements for buildings and products Preventing or mitigating similar occurrences
- Discuss. Officer KSA for fire investigation (pg. 34) - time may be best used in training of officers, for smaller departments/resources Ensure that your personnel responsible for fire investigations are familiar with the standards of NFPA 921 and NFPA 1033 (recommend the free training of CFItrainer.net). These provide clear direction on the conduct of fire investigation methodology and how to apply the seven steps of the scientific method to arrive at a conclusion. Officers should be your first line of investigation and scene preservation. NFPA 1021 outlines knowledge, skills, and abilities required for a company officer to conduct preliminary investigations for origin and cause. Knowledge of arson methods, fire causes, fire behavior, and documentation of investigative procedures Know when to delay overhaul operations Ability to properly secure an incident scene Ability to recognize and protect potential evidence from damage and destruction
- (see “7 habits” notes) See intro paragraph on pg. 37. Utilize CRA data Behavior only changes with education. By identifying root fire causes, at-risk populations, and hazard areas of the community, a public education agenda can be set. Whether the population is senior citizens, young children, a college town, or the workplace, there is a multitude of existing programs that can be used to educate and reduce risk effectively. The best public education programs are ones that are interactive, engaging, and provide maximum benefit to the community. Determining which programs will provide the best value can be found by reviewing the data collected in the CRA. Interpreting the data and identifying the risks will focus your attention on the programs that are most needed.
- Discuss. Programs? Audience? Why?
- How many people do you need? (see pg. 46) See notes from “7 habit” 5 step formula to determine minimum staffing levels, NFPA 1730 Effective fire prevention organizations is that are adequately staffed. Without adequate personnel, the fire prevention organization is at risk of being either ineffective, inefficient, or both. NFPA 1730 provides a 5-step formula for determining minimum staffing levels needed to conduct essential fire prevention and life safety functions adequately. Step 1: Outlines all services provided by the FPO Step 2: Determine time demand for each task Step 3: Determine total personnel hours required to complete these activities Step 4: Calculate personnel total availability. Step 5: Calculate total number of personnel required to perform tasks.
- Step 1: Outline all services provided by the fire prevention organization.
- Step 2: Determine time demand for each task
- Step 3: Determine total personnel hours required to complete activities
- Step 4: Calculate personnel total availability.
- Step 5: Calculate the total number of personnel required to perform tasks. Divide the total task hours by the total available work hours. If number is rounded up, it can provide reserve capacity and “cushion”. If number is rounded down, could result in overtime or increased workload.
- Step 5: Calculate the total number of personnel required to perform tasks. Divide the total task hours by the total available work hours. If number is rounded up, it can provide reserve capacity and “cushion”. If number is rounded down, could result in overtime or increased workload.
- How do we keep these employees? (see pg. 49-50) If number is rounded up, it can provide reserve capacity and “cushion”. If number is rounded down, could result in overtime or increased workload. Three categories of worker: Under-challenged - not enough work to keep them engaged; discontent, will leave for more challenging role Appropriately challenged - right amount of work, not being stretched, just maintaining, not advancing the organization Dangerously overchallenged - work themselves to death, at high cost to family, health, and general quality of life Most employees fall into the upper, under challenged to lower, appropriately challenged area. This results in employees who are largely unhappy with their work, and merely going through the motions, not producing at their highest level, their full potential is not realized. Our best work is done when we are functioning in the lower third of the dangerously over-challenged level. At this level we are continuing our current job responsibilities, but are also being stretched and encouraged to grow our organization. It is our responsibility as leaders to ensure that our personnel are enabled and empowered to do their best work. As employees, we may have to search out opportunities to be stretched into the lower, dangerously over-challenged level. This is the fun of the job!
- Summarize. Know your community. Have a plan. Enforce the code. Be proactive with plan review and field inspections. Investigate fire incidents. Educate the public. Be adequately staffed.
- Evaluate yourself and your department in each of these areas. Instructions. Handout. We have briefly discussed the seven disciplines that are required for building an effective fire prevention organization. But, how can you rate your current level of effectiveness? To assist with this we developed the “FPO balance wheel”. The “FPO balance wheel” addresses each of the seven disciplines required for an effective fire prevention organization. This tool will help to assess where your organization is, and what areas need to be improved on to achieve maximum effectiveness. How to use the wheel: Use the questions below as a guide to accurately rate yourself on each discipline. See the center of the circle as 1 and the outer edge as 10. (1 is the worst, 10 is the best) Rate your organization on its effectiveness in that specific discipline, by placing a dot in the numeric range. Also, write the rank number beside the dot. After you have ranked each section with a dot, connect all the dots with a straight line. This new ‘shape’ is a visual representation of current balance in your organization. The ultimate goal is a perfectly round wheel. A balanced, efficient, effective organization. There’s a reason we don’t use square tires.
- How to use the wheel: Use the questions below as a guide to accurately rate yourself on each discipline. See the center of the circle as 1 and the outer edge as 10. (1 is the worst, 10 is the best) Rate your organization on its effectiveness in that specific discipline, by placing a dot in the numeric range. Also, write the rank number beside the dot. After you have ranked each section with a dot, connect all the dots with a straight line. This new ‘shape’ is a visual representation of current balance in your organization.
- Discuss 6 questions for improvement. Review your balance wheel rankings for each section. After looking at your whole wheel consider the following questions for improvement. List four things that this wheel exercise tells you about your FPO. Did you rate the majority of sections as a 5 or less, or 6 or higher? How many sections are 5 or less? What areas do you want to most change or improve? What actions do you need to take to balance out your wheel or make needed changes? What resources will you need to make this happen?