fire officer Flashcards
1
Q
what percentage of firefighters are full time
A
30 percent
2
Q
what percentage of firefighters are volunteer
A
70 percent
3
Q
what percentage of firefighters that are volunteer with more than 10 years of experience
A
42 percent
4
Q
how many fire departments are in the united states
A
29,819
5
Q
what percentage of fire departments provide EMS
A
46 percent
6
Q
72 percent of career firefighters work in populations that are
A
greater than 25000
7
Q
95 percent of volunteers work in populations that are
A
less than 25000
8
Q
64.4 percent of the responses are for
A
medical
9
Q
3.8 percent of the responses are for
A
fire
10
Q
the first paid on call department was
A
boston
11
Q
the first volunteer fire department was
A
philadelphia
12
Q
the first union fire company in 1735 was under
A
benjamin franklin
13
Q
who produced the first hand powered engine to alexandria in 1765
A
george washington
14
Q
fire insurance companies were founded in london after
A
the great fire of london 1666
15
Q
what is the primary revenue source of fire departments
A
real estate tax
16
Q
who determines the activities and services needed
A
the community
17
Q
special political subdivision established by state or county with the single purpose of providing fire protection
A
fire protection district
18
Q
who is the executive fire officer
A
the fire chief
19
Q
what does the chain of command ensure
A
that the department mission is carried out effectively and efficiently
20
Q
who established NIMS
A
FEMA
21
Q
NIMS is the standard for
A
emergency management
22
Q
what are the 4 management principles
A
unity of command, span of control, division of labor, discipline
23
Q
what is span of control
A
3-7 people (some believe 5 max)
24
Q
discipline
A
do what the department expects of them
25
it is common for 1/3 of on duty workforce to be assigned to
a different company or station
26
what are henri fayols 4 foundations
planning
organizing
leading
controlling
27
define planning
scheme, program, method before
28
define organizing
resources into an orderly, functional, structured whole
29
define leading
guiding or directing in a course of action
30
define controlling
restraining, regulating, governing, counteracting
31
short range planning
up to 1 year
32
medium range planning
1-3 years
33
long range planning
longer than 3 years
34
rules and regulations
implement laws passed by government body
35
rules may be set by
local jurisdiction or internally
36
rules have no room for
latitude or discretion
37
policies are
definite guidelines for present and future actions
38
policies give
latitude and often require personnel to make judgement and may be enacted by other government agencies
39
SOP's
establish and prescribe specific operations and administrative methods to be followed routinely
40
SOP's are developed
within the department and approved by the chief
41
SOG is a step by step
guideline that allows the officer to deviate if warranted
42
the IAFF represents
316,000 FF in the US and Canada
43
the IAFF was established in Feb 28, 1918 with the following objectives
raises
2 platoon/12 hour workday
promote based on merit, not politics
44
the NVFC consists of
24551 volley FF, departments, associations, corps
45
4 task areas for leadership activities (204 battalions questions)
1) beginning of shift report within first quarter hour of reporting time
2) notifications, "no surprise rule" (2nd most important)
3) decision making
4) problem solving
46
step 3 and 4 of the above are of
equal importance
47
the most valuable proposals consider
the larger picture of how a solution would affect the rest of the department
48
a major change occurs 4 times throughout the career
completing probation
promotional process to officer/supervisor
promotional process to chief officer
retirement
49
captain james o page outlined officer duties into 3 distinct roles
supervisor- official rep of the chief
commander- clear, calm, concise in initial transmission, command presence
Trainer
50
an officer can improve effectiveness of unpopular orders by
determining the story/ history behind the directive (perspective)
51
3 recommendations by page
personal training library, know neighborhood, problem solving scenarios
52
who advocates for personal journal about incidents ran and issues handled
stapleton
53
officers supervisors are usually
command level officers
54
what are three activities to have good working relationships
keep supervisor informed
make appropriate decisions at your level
consult with supervisor before major discipline or policy changes
55
an unethical fire officer is
ineffective and damages department reputation
56
an effective officer has
core values of integrity and ethical behavior with formal symbols
57
ethical
consistent with core values, mission and value statement of the department
58
ethical choices are based on a
value system
59
clear organizational values
well known code of ethics
employees who share values
top management exhibits ethical behavior
clear job goals
appraisals reward ethical behavior
ethics training program
60
civil rights are enforced in the workplace by
EEOC title VII of the civil rights act of 1964
61
the above covers
state and local government, schools, colleges and unions
62
the equal employment opportunity act of 1972 amended 1964 to include
public/private employers with 15 or more employees
63
the civil rights act of 1991 added
compensatory and punitive damages
64
gravely recommended officers focus on
actionable items and the definition of a hostile work environment
65
actionable items require
immediate corrective action by supervisors
66
in 1999 EEOC amended guidelines on
sexual harassment
67
what are the 3 methods of initiating a harassment complaint
federal government
local government
fire department
68
what is the second most common way local government loses complaints
blaming the complainant
69
what was adopted in 1976
NFPA 1021
70
2 organizations for fire credentialing
CPSE (center for public safety excellence)
NFA
71
CPS commission on professional credentialing process
1)application process
2)training/support
3)experienced peer reviewers
72
the CPC provides how many designations
5
73
how many CPC officers are there
450
74
CPC model
education
experience
professional development
contributions/recognitions
memberships/affiliations
competencies (7-20)
community involvement
75
NFA Includes 4 elements of professional development
education, training, experience, CE
76
what are the 3 elements of the NFA program
5 prerequisites (online/in state)
4 courses @ NFA
Community based capstone project
77
IAFC COL program has 3 levels that have
21 contact hours
78
how many central leadership components are there
4
79
what are the 4 central leadership components
leadership is a process
involves influence
occurs in groups
involves common goals
80
john kotter studied mayors and found that leadership produces movement through 3 subprocesses
establishing direction
aligning people
motivating and inspiring
81
management looks at
short time frames, a few months to next fiscal year and involves order and consistency
82
leadership looks at
longer time frames and involves change and movement
83
managers accomplish
activities and master routines "do things right"
84
leaders influence and
create visions for change "do the right thing"
85
what is the common component to all leadership classifications
" leadership is an influence process, assists groups of individuals toward goal attainment"
86
peter Northouse classification approach (trait approach) has how many leadership traits
5
87
what are the 5 traits
intelligence
self confidence
determination
integrity
sociability
88
does the trait approach consider situational effects
no
89
situational leadership is a response. by
mayor rudy giuliani after 9/11
90
the skills approach (robert Kat (z))
3 skill approach
technical
human
conceptual
91
behavioral approach
what leaders do/how they act
92
task behaviors
facilitate goal accomplishment
93
relationship behaviors
help followers feel comfortable
94
blake and mouton grid theory was applied to
aircraft and aerospace teams
95
blake and mouton is based on
concern for people and concern for results
96
a 35 question survey resulted in
5 models/styles of leadership
97
impoverished leadership
lowest concern level for both
neutral
least visible/follower
not my problem
98
authority-compliance leadership
controlling
high concern for results and low concern for others
99
country club leadership
accommodating
low concern for results, high concern for people
100
autocratic leadership
required in 2 situations
high risk activity and immediate corrective supervisory action
"control, neutralize, command"
101
autocratic leadership and county club leadership are
diametrically opposite
102
team management
sound
whats right, not who is right
democratic
planning a project or daily work plan
103
middle of the road
status quo
high level of concern for either is too extreme
play it safe, maintaining tried and true
narrow view
laissez faire moves decision from officer to FF
works best w/experienced FF w/routine duties and little hazards
104
situational leadership developed by
hershey and blanchard
105
situational leadership has directive and
supportive dimension
106
situational leadership manages
organizational behavior
107
situational leadership has how many categories
4
108
S1
high directive, low supportive "directing"
109
S2
high directive, high supportive "coaching"
encourage but have the final decision
110
S3
low directive, high supportive "supporting"
bring out the followers skills around the goal
111
S4
low directive, low supportive
"delegating"
agrees upon goal, leader allows followers to accomplish goal
112
transformational leadership
charismatic, affective elements, visionary
emotions, values, ethics, standards
113
transformational leadership has how many ways
5
114
what are the 5 ways transformational leadership works
strong role models
charismatic/competent
idealogical goals with moral overtones
high expectations with confidence in their ability to meet them
task relevant motive (arousing) affiliation, power esteem
115
kouzes, posner developed 5 practices to enable transformational leaders
model the way
shared visions
challenge the process
enable others
encourage heart
116
the above provides
360 degree feedback, developing a compelling vision
117
authentic leadership
self knowledge, regulation, concept
118
authentic leadership 5 dimensions
purpose, values, self discipline, heart, relationships
119
servant leadership
Greenleaf 1970
POV of leader/behaviors
120
what is the premier skill in servant leadership
listening
121
adaptive leadership
adapt when confronted with problems
122
heifetz 6 behaviors
get on the balcony
identify challenge
regulate distress
disc. attention
give work back to people
protect voices from below
123
followership
accept influence of others
power differential
124
legitimate power
right to request and obligation to comply
125
reward power
complies to obtain reward
126
expert power
belief that their is special knowledge
127
referent power
admiration and identification
128
coercive power
avoid punishment
129
yukl 2 power types
personal (expert/referent)
positional (legit, reward, coercive)
130
2 unique leadership challenges
fire station
leading a volunteer company
131
4 phases of volunteer participation
large loss during initial training
small loss in probie year
moderate loss between years 3 and 6
recommitment between year 15 and 18
132
what is a special volunteer concern
political balance
133
where did the concept of management emerge from
the industrial revolution 1700's
134
HR management includes
physical, financial, time assets
135
7 steps in effective delegation
define desired results
select the appropriate firefighter
determine level of delegation
expectations/parameters
authority to match the level of responsibility
background information
arrange feedback
136
who developed CRM
heimreich
137
duponts dirty dozen
defines ways humans make mistakes
138
what are the 2 reasons holes appear
active failure
latent conditions
139
active failures
unsafe actions by people (direct and short lived)
not wearing a seatbelt
140
latent conditions
inevitable resident pathogens
error provoking in the workplace
long lasting holes/weakness
141
what are the 3 CRM activities
avoidance
entrapment
mitigating
142
CRM model covers 6 areas
communication skills
teamwork
mentoring
handling conflict
responsibility
self assessment of each member
143
todd bishop 5 step assertive statement process
opening/attention getter, state concern, state problem, state solution, obtain agreement/buy in
144
6 steps to maintain scene situational awareness
fight fire
assess problems in available time
gather info from all sources
choose best option
monitor results
SA loss factor
145
communication
2 people exchanging information and develop mutual understanding
146
assure message is received and
understood
147
the message should make sense in the recipients own
terms
148
5 parts of communication
message
sender
medium
receiver
feedback
149
message
ensure accurate, up to date info, clarify and correct
150
sender
responsible for receiver properly understanding
151
medium
praise in public, counsel, coach and discipline in private
152
receiver
captures and interprets
153
feedback
confirming receipt/verifying interpretation
repeat key points in own words
154
environmental noise
physical or sociological (prejudice, bias)
155
overcoming noise
do not struggle for power
avoid offhand manner
keep emotions in check
words have meaning
do not assume that the receiver understands
immediately seek feedback
appropriate detail level
watch out for conflicting orders
156
active listening
do not assume
do not interrupt
try to understand the need
look for the real reason the person wants attention
do not react too quickly
157
key points in emergency incident communications
be direct
speak clearly
normal tone
hold radio mic 2 inches (5 cm) from mouth
time delay after keying up w/repeater system
plain english
use common terminology recognized by NIMS
avoid proximity of other noise sources
158
CAN
conditions. actions. needs
159
what did Abott project mayday (2015) find
54 percent may day calls missed
87 percent maydays have communications breakdown
88 percent had common phrases
- 0 viz
- fire above heads
- fire below
- need more line
- not found seat of the fire
160
officers need to keep the chief informed about
progress towards goals
matters that may cause controversy
attitudes and morale
161
the objective of a grievance procedure is always to
solve problem at the lowest level possible in shortest time possible
162
a quick grievance procedure is a sign of
healthy organization with good relationships
163
step 1 or step 0 is often
informal grievance
164
decision making steps
define the problem
generate solutions
select a solution
implement solution
evaluate results
165
a well defined problem is
half solved
166
the best way to prevent major problems is to
deal successfully with minor issues (Gasaway)
167
the best people to solve a problem are those
directly involved
168
8 steps to assist brainstorming
write out a problem statement
give a time limit
officer is the scribe
everyone contributes solutions
5 ideas they like best
5 criteria for judging
0-5 rating
add together the scores
169
what is the time frame for 4-16 people
15-25 minutes
170
what is often the most challenging part
implementation
171
work groups benefit from a
project plan
172
involvement never overrides
supervisory duties
173
officer identifies and
mitigates problems
174
ICS facilitates consistent development of
efficient incident management with effective control
175
on scene assignments should be
clear and concise and ensure all FF understand
176
when immediate action is required use
autocratic
177
what is the first obligation in mayday
maintain radio discipline
178
what is the second obligation in mayday
company/group integrity
179
most officer supervision is directed towards
accomplishing routine organizational goals/objectives in nonemergency conditions
180
most goals and objectives are accomplished through
firefighters
181
training
proficiency through instruction and hands on practice
182
coaching
directing, instructing and training with aim of achieving goal or skill
183
NFPA 1041
standard for 5 levels of instructors
184
4 step method skill training
prepare, present, apply, evaluate
185
the 4 step method was renamed
job instruction training
186
4 step foundation of work performed at
instructor 1 level
187
lesson plan components
break down into simpler units
what to teach and in what order, procedure to follow
guide to help accomplish objectives
188
final prep activity is
checking physical environment
189
with core competencies
should be unconsciously competent
190
3 indications training is needed
near miss, fire ground problem, performance deficiency
191
overall goal of presentation is to increase
company efficiency
192
in application, correct demonstration of task is
safely performed
193
application is successful when task is
safely performed without input
194
certification programs always have
end of class evaluation
195
certain training has occurred when
observable change in real life occurs
196
how many levels of skill competence
4
197
unconscious incompetence
do not know what you do not know
failures for being over time, critical failures, safety hazards, unable to perform
requires remedial training and mandatory reevaluation
198
conscious incompetence
knows what they do not know
learning starts at this level
may meet minimum requirements/complete on first attempt
may need supervision but capable
199
conscious competence
performs correctly and completely
performs without supervision
experienced and competent on fire ground
enough reps and sets
200
unconscious competence
activity is natural and easy
senior, admired, closely observed
error free/in the least time
can supervise
competent and confident
201
mentoring
more experienced helps less experienced (protege)
202
teaching new skills takes
more time than maintaining proficiency
203
station based training emphasizes
safe and effective use
204
presenting formal lectures or video presentations should be done for
no more than 10 min
205
lose focus after
15-20 minutes of passive learning
206
psychomotor skill levels have
4 categories
207
initial
knows skill with basic understanding of how it works, needs some help performing
208
plateau
competent, knows 85% without assistance
209
latency
knows without having done it for months
210
mastery
can easily perform with alternative routes, confident in knowledge
211
federal regulations mandate 4 topics covered as part of emergency service training
blood borne pathogens
hazmat awareness and ops
SCBA fit testing
NIMS
212
expected probie behaviors in 3 areas
responding to alarms, on scene activity, emergency procedures
213
what skills should be taught first
tasks emphasizing teamwork that require mastering equipment location
MVC and medical emergencies
214
NFPA fire instructor 2 covers development of
training programs
215
5 steps of developing a training program
assess need
establish objectives
develop program
deliver the training
evaluate impact
216
what is the final part of establishing objectives
measure of performance
217
lesson plans satisfy 4 criteria
organize lesson
key points
can be reused
allow others to teach
218
member relates problems occur when there is a difference between
current and desired situation
219
decisions should always be guided by
organizational values, guidelines, policies and procedures
220
complaint
grief, censure, pain, regret, resentment, lamentation, accusation or fault finding
221
conflict
opposition between 2 parties
complaint is often manifestation of conflict
222
mistake
error/ fault resulting from bad judgement, deficient knowledge, carelessness can be misconception or misunderstanding
223
types of problems fall into
4 categories
224
in house
occurring at work location at direct scope of supervisory responsibility
begin and ends at the officer level
225
internal
goes beyond local station scope
may require command officer
226
external
involve private citizen or another organization
make sure supervisor is not surprised
227
high profile
likely to become major event, administration may become directly involved
228
4 types of internal conflict situations
coworker
work environment
policy/procedure
officer behaviors, decisions and actions
229
official response begins when
officer becomes aware of problem
230
in the conflict resolution model what is the primary problem
interpersonal
231
the first objective is to
understand the issue and why the individual is complaining
232
conflict resolution model consists of
investigate, take action, follow up
233
the product of investigation is a
report
234
a complete report has 3 objectives
identify and explain issue, impartial and factual, recommend action based on/supported by information
235
4 possible responses when taking action
no further action
recommended action requested by complainant
alternative solution
refer to office person who can provide a remedy
236
psychological contract
mutually unwritten expectations between employee and employer (policy/practice)
237
taigman 4 step model (emotional bubble)
drain emotional bubble (adrenaline fills prefrontal neocortex)
understand viewpoint
help them feel understood
identify expectation for resolution
238
suicide rate is more than
10x general population
239
3 things that are different than other professions
danger, trauma, 24 hour shift
240
gagliano 5 essential conversations
reentry time
harshness/gallows humor
handling tough runs
deal with it/fix it mentality
keep family first
241
deadliest enemy of marriage is
pursuit of wealth at cost of family time
242
3 reasons for a struggle to maintain adequate income
greater personal debt
stagnant purchase power
slow recovery from recent recessions
243
resiliency to stress
adapting well in the face of adversity, trauma, etc. (bouncing back)
244
fear
situation is perceived as a threat
245
horror
reaction to an experience
246
moral injury
gap between what they want to do and conditions they are confronting
deep soul wound
247
acute stress disorder diagnosis must last minimum of
3 days and maximum of 4 weeks
248
acute stress disorder must occur within
4 weeks of the event
249
symptoms of PTSD
avoidance and nervous system arousal
specific criteria for diagnosis
traumatic event
intrusion and reexperiencing
negative alterations in mood and cognition
250
officer focus in EAP is
job performance
251
entry into an EAP is
voluntary and has a high value of confidentiality
252
most powerful contribution to risk reduction is
identifying and correcting potentially hazardous or injury causing situations
253
next to schools, FD is most
decentralized, community based function of local government
254
vision 20/20
choose audience
choose material
customize message
save and share
255
steps of CRR
identify risk
prioritize
develop strategies/tactics to mitigate risks
prepare CRR
implement plan
monitor evaluate and modify
256
what parts of CRR are the risk assessment
identify
prioritize
develop strategies and tactics
257
what parts of CRR are plan development
prepare CRR
implement plan
258
5 E's of prevention
education
engineering
enforcement
economic incentive
emergency response
259
6 strategies of implementation
identify and allocate resources
timeline with milestones
assign responsibilities
communicate foals and expectations
monitor progress
adjust as necessary
260
when assigning responsibilities a difficult challenge is
member accountability
261
CERT was first developed and implemented by
LAFD in 1985
262
CERT training covers what topics
disaster preparedness
fire suppression
medical operations
light search and rescue
psych/team organization
case review and disaster simulation
263
what is discussed in part 1 of medical operations
airway, bleeding and shock
264
what is discussed in part 2 of medical operations
head to toe, treat area and first aid
265
CERT includes lesson plans for how many hazardous situations
13
266
3 types of citizen concerns
conduct and behavior of a FF
company performance/service delivery
department policy
267
customer service
fix problems, straighten out glitches, correct errors of omission/commission, provide info
268
customer satisfaction
meeting expectations
269
7 types of customer satisfaction
explicit
implicit
static performance
dynamic
technological
interpersonal
situational
270
administrative activities
implement, evaluate, change policy
develop/manage budget
identify/monitor revenue
first stop in HR issues (positive and corrective discipline)
witness/documenter, appropriate record keeping
271
policy problems
disparity between actual and desired state
272
bill mannings 5 disconnects
cultural change viewed as a threat
unsafe behavior leaches into tradition
safety/mission imbalanced
safety leadership subconsciously muffled or consciously subdued
behavioral safety science not embraced or blended
273
5 step model (granular info)
proposal: problem, proposed change, resources needed (financial, time), benefits and potential negatived
274
budget
itemized summary estimated revenues and expenditures
275
6 step budget process
identify needs/required resources
prep budget request
local gov and public review
adoption of approved budget
admin of budget with review and revision
close out of budget year
276
operating budget
estimate of income/expenditures of jurisdiction
277
fixed assets
land, buildings, durable equipment
278
2 request types at Lt level
replace existing capital item
request new capital item
279
fire district
local government unit organized to collect taxes for fire protection (regional authorities)
280
top 3 local tax revenue sources
general sales/gross receipts
property
individual income tax
281
the first 6 recessions restored in
2 years
282
5 options when FD revenue decreases
defer expenditures
privatize or contract out services
regionalize/consolidate
reduce workforce
reduce department size
283
departments may try to protect staffing by
reducing admin and support staffing
284
MABAS
special operations resource response plan
285
SAFER grant
staffing for adequate fire and emergency response
286
behind FD rules and regulations what is the second most important obligation of first line supervisor
human resources
287
who conducts the final level of employee grievance appeal
HR
288
monthly evaluation types assess 4 areas (probationary)
-skill competency and apparatus operator proficiency
-job specific info not covered in basic training (rules and regs)
-learning district and street hazards
-housework, station tours, reports
289
performance evaluation is most effective
ASAP
290
discipline is built by
training
291
before corrective discipline
positive discipline is used
292
how is positive discipline reinforced
by recognizing improved performance
293
what is one of the most effective strategies in positive discipline
empowerment
294
skills deteriorate if not used within
90 days
295
when is corrective discipline needed
when a task or skill was never learned
296
what is the first level informal corrective discipline
oral reprimand, warning, admonishment
297
written record will be kept for a specified time, usually
366 days, at the end record is destroyed
298
if unwilling to perform, what will occur
fact finding
299
grant money purchases often require
annual inspection/confirmation the item is still there
300
who used old trucks to block highway accidents
irving texas
301
who reviews training records
ISO
302
HIPPA was established in
1996
303
PHI may be disclosed for the following reasons
persons at risk of contracting or spreading
family, friends, others involved in care or to identify, locate, notify
304
company journals are a fixture since the
19th century
305
NFIRS report usually completed by
first arriving officer or IC
306
in an expanded incident report narrative
all company members submit narrative of observations and activities
307
first injury report should be within
24-72 hours
308
in spreadsheet, columns are
letters
309
in spreadsheets, rows are
numbers
310
an intersection in a spreadsheet is called a
cell
311
FIRESCOPE
multiagency wild land fires with greater than 25 resources or operating units
312
standard incident management systems began after
wild land fires in SoCal
313
NIMS can be used on an incident
of any size and type
314
NIMS is a set of
doctrines, concepts, principles, terminology and organizational processes
315
what are local emergency response agencies required to adopt to remain eligible for federal disaster assistance
ICS
316
FEMA course are free and approximately
3 hours
317
IS-100
Intro to incident command system (no prerequisites required)
318
IS-200
ICS for single resources and initial action incidents
-1 or 2 resources
- start small but grow
- IS 100 required
319
ICS-300
intermediate ICS for expanding incidents
- 2 days hands on course
- command or general staff position
- large, complex, part of IM team
320
ics-400
Advanced ICS command and general staff-complex
- 2 days hands on
- area command, EOC, multiagency
- IM team
321
IS-700
NIMS an introduction
- not required at FF II level
- recommended for better understanding of how NIMS enhances
322
IS-800
describes concepts/principles of national response framework and ways it is applied
323
appropriate position specific training
designated by letters such as IS 200.b
324
how many components does NIMS have
5
325
what are the 5 components of NIMS
preparedness, communications, information management, command and management, ongoing management and maintenance
326
how many levels of command does ICS have
3
327
IC always functions at the
strategic level
328
tactical level
defines actions necessary to achieve strategic goals
329
what are the components of medium and large scale incidents
divisions, groups or units
330
branches are established to group
tactical components
331
task level
where physical work is accomplished
332
what position is the only position always filled
IC
333
who is responsible for completing all tasks not delegated
IC
334
what dictates how a scene will run for the hours to follow
the first 5 minutes
335
most tactical/task activities fall under
operation section within ICS
336
ICS allows officers to maintain
manageable span of control
337
for emergency operations, the recommended span of control is
3-5
338
how is span of control in emergency operations maintained
by adding more levels of management
339
the first arriving officer focuses on
strategic level
340
what are the 3 strategic priorities of ics
life safety, incident stabilization and property conservation
341
IC is responsible for turning strategic priorities into
tactical objectives
342
IC is in charge until
command is transferred or the situation is stabilized/terminated
343
command is activated by
initial radio report and announcing command is established
344
mode will be reevaluated with
transfer of command or a sudden change in conditions
345
investigation mode
first arriving unit conducts investigation and other units will stage and remain uncommitted
346
fast attack mode
immediate action by first arriving unit to save a life
347
fast attack mode ends when
situation is stabilized
not stabilized and officer must withdrawal and establish command post
command is transferred
348
command mode
large, complex, dangerous, requiring immediate establishment of command
349
in command mode officers involvement is less important than
command
350
how many functions of command are there
9
351
the immediate functions of command are
determining strategy, incident tactics, establish IAP
352
the above encompasses the
initial radio report
353
the next 4 functions of command are
developing ICS, managing resources, coordinating resource activity, providing for scene safety
354
once the IAP is fully operating IC wil work on the last two functions
releasing information and coordinating with outside agencies
355
IC is responsible for
accountability and initial rapid intervention resources at IDLH environment
356
what accelerated adoption of accountability practices
legal sanctions
357
minimum 2 FF enter IDLH together and remain in
visual or voice contact
358
the Two in Two out rule evolved into
RIT or RIC incorporated into NFPA 1500
359
training fire service rapid intervention crews basic training procedures and info
1407
360
PAR is requested at
tactical benchmarks
361
to verify status, must be
visual/physical contact
362
PAR is performed at
unusual or unplanned events
363
large scale analysis of RIT was conducted by
Phoenix
364
time to make contact was
5.82 minutes
365
total time inside per team was
12.33 minutes
366
total time for rescue was
21 minutes
367
how many FF to rescue 1
12 FF
368
how many RIT members get themselves in trouble
1 in 5
369
a 3000 PSI bottle has
18.7 minutes of air plus or minus 30 percent
370
100 years ago, fires within structures were
fuel limited
371
a typical modern fire is
ventilation limited
372
flow paths move from
high pressure to low pressure
373
according to UL and NIST 2012 governors island study, combatting ventilation limited fires, targets should be softened for
30-90 seconds with water
374
4 factors distinguishing modern from legacy homes
larger homes
open house geometrics
increased fuel loads
new construction materials
375
the amount of risk acceptable is determined by
realistic benefits anticipated by the course of action
376
what determines the appropriate strategy to utilize
risk/benefit analysis
377
what drives most FD training operations and organizational structures
offensive
378
offensive attack
benefit outweigh risk
379
defensive attack
risk outweighs benefit
380
transitional attack
offensive initiated by brief exterior, indirect attack to cool and stop the progress of fire in coordination with ventilation
381
what kind of stream should be used when softening the target
straight stream
382
goal of IAFC rules of engagement is to
reduce the number of preventable line of duty deaths and injury
383
size up
systematic process, gathering and processing information to evaluate situation then translating it into plan to deal with the situation
384
what is the end result of a good size up
IAP that considers pertinent information, defines strategies and tactics and assigns resources
385
what is the systematic process of a size up
recognize, analyze important factors, develop plan of action and implement plan
386
what should you do about things that can not be seen
make reasonable assumptions
387
what are the two size up models
laymen 5 step size up (1953)
3 phase size up (NFA w/IMS)
388
size up of a fire situation quickly requires both a
systematic approach and a solid foundation of reference information
389
what is one of the most significant factors in size up
visualization
390
laymens 5 step process is a military training model with emphasis on
general principles
391
what are the 5 steps
facts
probabilities
situation
decision
plan of operation
392
facts
known about situation
more facts, more accurate size up
393
probabilities
likely to happen or can be anticipated
consider the most likely possibilities
time it takes to accomplish fire ground tasks
394
situation
3 considerations
-whether resources will be sufficient to handle
-anticipate time lag
-capabilities and limitations of responding resources in relation to the problem and based on training/experience
395
decision
answer 4 questions
-enough resources responding to mitigate the incident
-do conditions allow for interior attack
-what is the most effective assignment of resources on scene
-what is the most effective assignment of resources responding
396
plan of operation
final step is develop actual plan
most other size up methods do not include this step
397
NFA 3 step size up
preincident information
initial size up
ongoing size up
398
the preincident information step mirrors
the fact step
399
in the initial size up, where is it going is associated with the
probabilities step
400
in the initial size up, how do i control it is associated with the
situation step
401
an incident action plan is developed after the
size up, based on incident priorities
402
an incident action plan outlines
strategic objectives and states how operations will be conducted
403
2 major components of an incident action plan
determination of appropriate strategies to mitigate
development of tactics to execute
404
strategies are
general
405
tactics are
specific
406
SOP provide
consistent structure to guide decision making and ensure consistency
pre-established components of IAP
407
incident stabilization and property conservation are often
addressed simultaneously
408
Layman RECEO-VS
accomplishing tactical priorities on the fire ground
409
RECEO-VS
rescue
exposure protection
confinement
extinguishment
overhaul
ventilation
salvage
410
rescue
life safety
411
exposure protection
confinement
stabilize
412
extinguishment
overhaul
ventilation
salvage
property conservation
413
SLICERS
tactical checklist for initially arriving officers in fire attack mode
414
SLICERS
size up
locate
identify/control flow path
cool the space (30-60 sec water)
extinguish (in the most direct manner possible)
rescue
salvage (compartmentalization to control fire spread)
415
according to the NFPA how many FF died in the line of duty in 2018
64
416
largest shares of death occurred from
stress, overexertion and medical issues
417
what accounted for 89 percent of these deaths
cardiac events
418
what was the second leading cause
vehicle crashes
419
leading cause of fireground injury was
overexertion and strain
420
high visibility vests and jackets should be worn that comply with
ANSI 207
421
hot zone
highest hazard
under direct supervision of unit, branch, group leader
identified entry/exit point
422
warm zone
moderate hazard
restricted number of members
active incident with some protective equipment or special vigilance
423
cold zone
minimum hazards
no restrictions
424
3 situations in which FF may have to disrobe
asbestos, drug labs, chemical/biological weapons
425
what describes the required capabilities of RIT
NFPA 1407
426
initial RIC is how many members
2 from initial attack crew
427
RIC is
4 members (RIT)
428
mayday is used to indicate that a FF is
lost, missing or in life threatening danger
429
command should only be transferred to
improve the quality of the command organization
430
command is officially transferred only when
the new IC has been briefed
431
large or complex incidents may require the use of
NIMS ICS 201 briefing form as more of the ICS roles are staffed
432
risk management process
identifying/analyzing risks
formulating RM solutions
selecting RM solutions
implementing RM solutions
monitoring RM solutions
433
FC perspective 3 responsibilities
manage community fire risk
provide services that provide risk management measures
maintain FD readiness to perform its mission every hour of every day
434
managing risk falls into 3 types of control
administrative, engineering, personnel protection
435
admin controls are
guidelines, policies, procedures
436
engineering controls
built in systems that remove/limit hazards
437
personnel protection controls
equipment, clothing, devices to protect the person
438
5 risk management steps
identify
evaluate
rank and prioritize
determine/implement RM control actions
evaluate/revise
439
NFPA provides
industry level perspective
440
department OSHA report provides
focused perspective
441
what creates the greatest RM outcome
high frequency with catastrophic results
442
injuries that occurred during fire ground ops
strains/sprains
wounds, cuts, bleeding, bruising
smoke, gas inhalation
thermal stress
443
line of duty deaths
sudden cardiac death
internal trauma/crushing
asphyxia
others
burns
unspecified medical
444
everyone goes home was developed by
NFFF to prevent line of duty death and injury
445
who creates reports and analyses of causes and circumstances of events
NFPA, USFA, NIOSH, IAFF
446
how many life safety initiatives are there
16
447
share information with other FF in a confidential, non punitive way based on
aviation safety reporting system (1976)
448
the IAFC with IAFF developed fire service joint labor management wellness fitness initiative produced the
CPAT
449
disproportionate number of FF greater than how old die of cardiac arrest
49
450
FD is how much more likely to experience a suicide in a year than a line of duty death
3x
451
behavioral health
behavior that affects physical or mental health
452
NVFC
share the load
453
medical university of SC w/NFFF
helping heroes
454
IAFF guide on establishing
peer support program
455
IAFC
under the helmet, internal size up
456
what is the leading cause of death among FF
cancer
457
gross decon should be performed while
still on air
458
FF are legally authorized to ignore restrictions only when operating in a manner that
provides for the safety of everyone using the roadway
459
seatbelts could prevent
3 to 6 fatalities every year
460
what is the primary noncardiac cause of death during suppression operations
internal trauma/crushing followed by asphyxia/burns
461
4 high order root causes
under resourcing
inadequate prep/anticipation of adverse effects
incomplete adoption of IC procedures
suboptimal personnel readiness
462
in single FF deaths what is a common scenario
lack of effective incident management system and accountability
463
SCBA rated time is based on
standard consumption rate for an individual at rest
464
what is a critical component of a comprehensive safety program
thermal imaging device
465
majority of recent training deaths due to sudden cardiac arrest were secondary to
dehydration and heat stroke
466
live fire instructors
instructor 1 and live fire instructor
467
instructor in charge
instructor 2 and live fire instructor in charge
468
who is responsible for the role of ISO if role not assigned or delegated
IC
469
NFPA 1500 and 1521
specify the dept must have SOP to define criteria for response/appointment of ISO
470
ISO qualifications
FD officer and at a minimum meet fire officer 1
function as a sector officer under local IMS
general knowledge of safety and health hazards, building construction, personnel accountability system, incident scene rehab
471
incident scene rehab is a
tactical level management unit
472
ISO is the third line defense after
individual and officer
473
5 sources to review safety policies
near miss report of the week (IAFC)
the secret list (FF close calls)
ERSI, STATer911.com, NIOSH
474
who determines whether it is safe to reduce level of PPE
IC, safety officer
475
6 components of an infection control program
written policy
annual training/education
access to immunizations
written risk management plan
infection control officer
instructions to handle exposure
476
what is typically used to decon
1 percent bleach and water
477
what is the most important 1st exposure step
wash and rinse with soap and running water
478
initial exposure investigation often delegated to local
fire officer
479
an accident is
an unexpected event that interrupts orderly progress of ops
480
3 phases of investigation
identify/collect physical evidence
interview witnesses
written documentation
481
initial investigations should be
fair and unbiased
482
the fire department is a partner in community wide effort to reduce risks through
community risk reduction and crisis communications
483
CRR begins with
identifying and prioritizing local risks and is followed by an integrated and strategic investment of resources to reduce their occurrence and impact
484
NFPA 1300
standard on community rick assessment and community risk reduction plan development, describes community risk assessment
485
community is profiled using these elements to describe the community
demographics
geography
building stock
public safety response agencies
community service organizations
hazards
economic factors
past loss/event history
critical infrastructure systems
486
vision 20/20 identifies these elements when developing a community demographic profile
age
gender
income
race and ethnicity
social and cultural information
education
housing type, age and density
487
community demographic profile reflects the
economic and social issues that significantly influence the identified risks
488
what term is used by the us geological survey to determine the probability that a given event will be equaled or exceeded in any given year
100 year flood
489
whats an important tool when evaluating a communities risk due to natural disasters
building stock evaluation
490
who has details on housing including age and density
local real estate tax assessment office
491
information regarding overcrowding may be available through
local social service agencies or public health offices
492
1710 and 1720 describe
coverage in terms of response time and assembly of crews
493
how many agencies have achieved accreditation through the center for public safety excellence
226
494
agencies have gone through an all hazard quality improvement model based on
risk analysis and self assessment
495
Fire CARES
effort between several fire service organizations to develop a new date driven tool that is integrated with scientific models to assist with community risk assessment and best firefighting practices
496
those at risk include the following
children under 6
adults over 65
people with disabilities
people in poverty
people that speak little or no english
497
FEMA defines target hazards as
facilities in either the public or private sector that provide essential products and services to the general public, are otherwise necessary to preserve the quality and welfare of life in the community or fulfill important public safety, emergency response and/or disaster recovery functions
498
what FD determined the impact of successful interventions when handling fires in commercial facilities for 1 year
Phoenix
499
loss/event history profile
describes communities past experience/trends and how it compares to local, regional and national trends
500
what are important components of a profile
deaths, injuries, causation and dollar loss
501
critical infrastructure systems
water, waste, communications, energy and transportation
502
often a failure will trigger a
cascading effect of additional failures, creating a high impact event
503
who provides 3 qualitative tools to determine the likelihood and impact of a risk
vision 20/20
504
risk likelihood
almost certain (expected to occur)
likely (reg recorded incidents, strong anecdotal evidence)
possible (few incidents in associated organizations, comparable facilities)
unlikely (no incidents)
rare
505
risk consequence of impact
insignificant
minor (disruption<24 hours)
moderate (med tx needed, no fatalities)
major (fatalities, extensive injuries, significant damage and financial loss)
catastrophic (significant fatalities, community unable to function without significant outside support)
506
combination or likelihood and consequence allows officer to determine
category of risk (4)
507
extreme risk
research and RM planning required by executive officers, action required to reduce consequences of likelihood
508
high risk
planning required by chief officers, some action required to reduce consequences or likelihood
509
moderate risk
specific target hazard or critical facility response and monitoring required
510
low risk
manage through routine procedures
511
important concept in developing CRR plan is identifying the
acceptable level of risk
512
this analysis involves
community engagement in the discussions and decision making by those affected by the risk
513
NFA advocates the 5 E's of prevention
education
enforcement
engineering
economic
emergency response
514
education is only effective if people
do what they are supposed to do
515
some risks can only be mitigated by
adding new emergency response capabilities or enhancing current emergency response capability
516
CRR is a document developed
by the community , usually written by the agency that is leading the activities
517
the fire department can be a complementary partner or become a
force multiplier in reducing community risks
518
partnership may require a
memorandum of agreement or a contract for services
519
grant funded activities require a
higher level of documentation of the roles, activities and oversight of the project and often more frequent update reports
520
CRR activities should be checked against the timeline, usually
monthly for year long projects
521
it integrates emergency response capabilities and preventative strategies into one overall approach to
provide fire protection and risk reduction
522
CRR will always include
emergency response
523
there are how many types of communications provided to the media
2
524
the first type is risk communications
exchange of real time information, advice and opinions between experts and people facing threats to their health and economic or social well being
525
crisis comunications
occurrences that create surprise, present a threat and require a short response time
526
emergency incidents are
high profile news events that capture public attention
527
it is always in the best interest of the fire department to
maintain a good relationship with the local media
528
many smaller departments rely on a
staff officer to function as the PIO
529
NFPA 1035 covers the
job requirements of a PIO
530
NFPA provides a get your message out media primer
NFPA 2010 to help the fire service publicize community outreach campaigns and events associated with public safety education
531
3 steps when working with the media
build a strong foundation
use a proactive outreach
use measured responsiveness
532
if you work collaboratively
both parties can achieve their objectives
533
if you expect too much or if you do not anticipate the media outlets needs
someone will end up disappointed
534
the most important media asset you will ever have is
a good relationship with the media
535
whatever else you do,
always tell the truth to the media
536
responding to media inquiries as they come to you is a
reactive strategy
537
a press release is used to make an official announcment
to the news media from the fire department
538
a press release should be
dated and typed on department stationary with the PIO contact information at the top
539
should be as brief as possible, ideally
one to two pages in length
540
every fire officer should be prepared to
act as a spokesperson for the department
541
the most common situation in which a fire officer would appear as an official spokesperson is in
an interview
542
NFPA guidelines for the fire officer conducting an interview
be prepared
stay in control
look and act the part
it is not over until it is over
543
identify no more than
3 key message points in advance
544
do not memorize your message points but
be very familiar with them
545
when you have answered the question
stop talking
546
assume everything you say could be
quoted
547
plan on how many digital postings per day
2
548
lauren backstrom recommends
25 percent of the time listening to customers
50 percent of the time interacting
25 percent creating new material
549
large growth in the number of age
55 and older residents who are using social media
550
what can quickly elevate a minor event into an international incident
virtual flash mobs
551
dave statter
social media assisted career suicide syndrome
552
two types of social media posts may not be protected by the first amendment
threatens violence or harm, encourages others to commit violence/harm
threatens or encourages others to withhold public safety services from any person or group
