Report onProposals

2009 Fall Revision Cycle

NOTE: The proposed NFPA documents addressed in this Report on

Proposals (ROP) and in a follow-up Report on Comments (ROC) will only

be presented for action at the NFPA June 2010 Association Technical

Meeting to be held June 7–11, 2010, at Mandalay Bay Convention Center

in Las Vegas, NV, when proper Amending Motions have been submitted

to the NFPA by the deadline of October 23, 2009. Documents that receive

no motions will not be presented at the meeting and instead will be

forwarded directly to the Standards Council for action on issuance. For more

information on the rules and for up-to-date information on schedules and

deadlines for processing NFPA documents, check the NFPA website (www.

nfpa.org) or contact NFPA Standards Administration.

ISSN 1079-5332 Copyright © 2008 All Rights Reserved

NFPA and National Fire Protection Association are registered trademarks of the National Fire Protection Association, Quincy, MA 02169.

National Fire Protection Association®1 BATTERYMARCH PARK, QuINCY, MA 02169-7471

A compilation of NFPA® Technical Committee Reports on Proposals for public review and comment

Public Comment Deadline: March 6, 2009

Information on NFPA Codes and Standards Development

I. Applicable Regulations. The primary rules governing the processing of NFPA documents (codes, standards, recommended practices, and guides) are the NFPA Regulations Governing Committee Projects (RGCPs). Other applicable rules include NFPA Bylaws, NFPA Technical Meeting Convention Rules, NFPA Guide for the Conduct of Participants in the NFPA Standards Development Process, and the NFPA Regulations Governing Petitions to the Board of Directors from Decisions of the Standards Council. These rules and regulations are contained in the NFPA Directory. For copies of the Directory, contact Codes and Standards Administration at NFPA Headquarters; these documents are also available on the NFPA website at “www.nfpa.org.”

The following is general information on the NFPA process. All participants, however, should refer to the actual rules and regulations for a full understanding of this process and for the criteria that govern participation.

II. Technical Committee Report (TCR). The Technical Committee Report is defined as “the Report of the Technical Committee and Technical Correlating Committee (if any) on a document. A Technical Committee Report consists of the Report on Proposals (ROP), as modified by the Report on Comments (ROC), published by the Association” (see 1.4 of RGCPs).

III. Step 1: Report on Proposals (ROP). The ROP is defined as “a report to the Association on the actions taken by Technical Committees and/or Technical Correlating Committees, accompanied by a ballot statement and one or more proposals on text for a new document or to amend an existing document” (see 1.4 of RGCPs). Any objection to an action in the ROP must be raised through the filing of an appropriate Comment for consideration in the ROC or the objection will be considered resolved.

IV. Step 2: Report on Comments (ROC). The ROC is defined as “a report to the Association on the actions taken by Technical Committees and/or Technical Correlating Committees accompanied by a ballot statement and one or more comments resulting from public review of the Report on Proposals (ROP)” (see 1.4 of RGCPs). The ROP and the ROC together constitute the Technical Committee Report. Any outstanding objection following the ROC must be raised through an appropriate Amending Motion at the Association Technical Meeting or the objection will be considered resolved.

V. Step 3a: Action at Association Technical Meeting. Following the publication of the ROC, there is a period during which those wishing to make proper Amending Motions on the Technical Committee Reports must signal their intention by submitting a Notice of Intent to Make a Motion. Documents that receive notice of proper Amending Motions (Certified Amending Motions) will be presented for action at the annual June Association Technical Meeting. At the meeting, the NFPA membership can consider and act on these Certified Amending Motions as well as Follow-up Amending Motions, that is, motions that become necessary as a result of a previous successful Amending Motion. (See 4.6.2 through 4.6.9 of RGCPs for a summary of the available Amending Motions and who may make them.) Any outstanding objection following action at an Association Technical Meeting (and any further Technical Committee consideration following successful Amending Motions, see RGCPs at 4.7) must be raised through an appeal to the Standards Council or it will be considered to be resolved.

VI. Step 3b: Documents Forwarded Directly to the Council. Where no Notice of Intent to Make a Motion is received and certified in accordance with the Technical Meeting Convention Rules, the document is forwarded directly to the Standards Council for action on issuance. Objections are deemed to be resolved for these documents.

VII. Step 4a: Council Appeals. Anyone can appeal to the Standards Council concerning procedural or substantive matters related to the development, content, or issuance of any document of the Association or on matters within the purview of the authority of the Council, as established by the Bylaws and as determined by the Board of Directors. Such appeals must be in written form and filed with the Secretary of the Standards Council (see 1.6 of RGCPs). Time constraints for filing an appeal must be in accordance with 1.6.2 of the RGCPs. Objections are deemed to be resolved if not pursued at this level.

VIII. Step 4b: Document Issuance. The Standards Council is the issuer of all documents (see Article 8 of Bylaws). The Council acts on the issuance of a document presented for action at an Association Technical Meeting within sixty days from the date of the recommendation from the Association Technical Meeting, unless this period is extended by the Council (see 4.8 of RGCPs). For documents forwarded directly to the Standards Council, the Council acts on the issuance of the document at its next scheduled meeting, or at such other meeting as the Council may determine (see 4.5.7 and 4.8 of RGCPs).

IX. Petitions to the Board of Directors. The Standards Council has been delegated the responsibility for the administration of the codes and standards development process and the issuance of documents. However, where extraordinary circumstances requiring the intervention of the Board of Directors exist, the Board of Directors may take any action necessary to fulfill its obligations to preserve the integrity of the codes and standards development process and to protect the interests of the Association. The rules for petitioning the Board of Directors can be found in the Regulations Governing Petitions to the Board of Directors from Decisions of the Standards Council and in 1.7 of the RGCPs.

X. For More Information. The program for the Association Technical Meeting (as well as the NFPA website as information becomes available) should be consulted for the date on which each report scheduled for consideration at the meeting will be presented. For copies of the ROP and ROC as well as more information on NFPA rules and for up-to-date information on schedules and deadlines for processing NFPA documents, check the NFPA website (www.nfpa.org) or contact NFPA Codes & Standards Administration at (617-984-7246).

A08ROP Inside.indd 1 4/30/07 9:19:40 AM

i

2009 Fall Revision Cycle ROP Contents

by NFPA Numerical Designation

Note: Documents appear in numerical order.

NFPA No. Type Action Title Page No.

10 P Standard for Portable Fire Extinguishers ........................................................................................................ 10-1 11 P Standard for Low-, Medium-, and High-Expansion Foam ............................................................................. 11-1 13E P Recommended Practice for Fire Department Operations in Properties Protected by Sprinkler and Standpipe Systems ............................................................................................................ 13E-1 14 P Standard for the Installation of Standpipe and Hose Systems ........................................................................ 14-1 18 P Standard on Wetting Agents .......................................................................................................................... .18-1 37 P Standard for the Installation and Use of Stationary Combustion Engines and Gas Turbines ....................... 37-1 45 P Standard on Fire Protection for Laboratories Using Chemicals ..................................................................... 45-1 53 P Recommended Practice on Materials, Equipment, and Systems Used in Oxygen-Enriched Atmospheres ...................................................................................................................... 53-1 70B P Recommended Practice for Electrical Equipment Maintenance ................................................................. 70B-1 91 P Standard for Exhaust Systems for Air Conveying of Vapors, Gases, Mists, and Noncombustible Particulate Solids .......................................................................................................... 91-1 120 P Standard for Fire Prevention and Control in Coal Mines ............................................................................. 120-1 122 P Standard for Fire Prevention and Control in Metal/Nonmetal Mining and Metal Mineral Processing Facilities .............................................................................................................. 122-1 204 P Standard for Smoke and Heat Venting ......................................................................................................... 204-1 211 P Standard for Chimneys, Fireplaces, Vents, and Solid Fuel−Burning Appliances ....................................... 211-1 214 P Standard on Water-Cooling Towers ............................................................................................................. 214-1 255 W Standard Method of Test of Surface Burning Characteristics of Building Materials .................................. 255-1 276 N Standard Method of Fire Test for Determining the Heat Release Rate of Roofing Assemblies with Combustible Above-Deck Roofing Components ................................................................................. 276-1 326 P Standard for the Safeguarding of Tanks and Containers for Entry, Cleaning, or Repair ............................ 326-1 329 P Recommended Practice for Handling Releases of Flammable and Combustible Liquids and Gases ......................................................................................................................................... 329-1 405 P Standard for the Recurring Proficiency of Airport Fire Fighters ................................................................ 405-1 408 P Standard for Aircraft Hand Portable Fire Extinguishers .............................................................................. 408-1 409 P Standard on Aircraft Hangars ....................................................................................................................... 409-1 410 P Standard on Aircraft Maintenance ................................................................................................................ 410-1 422 P Guide for Aircraft Accident/Incident Response Assessment ....................................................................... 422-1 423 P Standard for Construction and Protection of Aircraft Engine Test Facilities .............................................. 423-1 495 P Explosive Materials Code ............................................................................................................................. 495-1 498 R Standard for Safe Havens and Interchange Lots for Vehicles Transporting Explosives ............................. 498-1 505 P Fire Safety Standard for Powered Industrial Trucks Including Type Designations, Areas of Use, Conversions, Maintenance, and Operations ................................................................................................. 505-1 520 P Standard on Subterranean Spaces ................................................................................................................. 520-1

ii

551 P Guide for the Evaluation of Fire Risk Assessments ..................................................................................... 551-1 600 R Standard on Industrial Fire Brigades ............................................................................................................ 600-1 601 R Standard for Security Services in Fire Loss Prevention ............................................................................... 601-1 701 P Standard Methods of Fire Tests for Flame Propagation of Textiles and Films ........................................... 701-1 750 P Standard on Water Mist Fire Protection Systems ......................................................................................... 750-1 804 P Standard for Fire Protection for Advanced Light Water Reactor Electric Generating Plants ..................... 804-1 805 P Performance-Based Standard for Fire Protection for Light Water Reactor Electric Generating Plants ...... 805-1 806 N Performance-Based Standard for Fire Protection for Advanced Nuclear Reactor Electric Generating Plants ............................................................................................................................. 806-1 850 P Recommended Practice for Fire Protection for Electric Generating Plants and High Voltage Direct Current Converter Stations ............................................................................................................................ 850-1 851 P Recommended Practice for Fire Protection for Hydroelectric Generating Plants ....................................... 851-1 853 P Standard for the Installation of Stationary Fuel Cell Power Systems .......................................................... 853-1 900 P Building Energy Code ................................................................................................................................... 900-1 914 P Code for Fire Protection of Historic Structures ............................................................................................ 914-1 1003 P Standard for Airport Fire Fighter Professional Qualifications ................................................................... 1003-1 1035 P Standard for Professional Qualifications for Public Fire and Life Safety Educator .................................. 1035-1 1150 P Standard on Foam Chemicals for Fires in Class A Fuels ........................................................................... 1150-1 1201 C Standard for Providing Emergency Services to the Public ......................................................................... 1201-1 1250 P Recommended Practice in Emergency Service Organization Risk Management ...................................... 1250-1 1407 N Standard for Fire Service Rapid Intervention Crews .................................................................................. 1407-1 1410 P Standard on Training for Initial Emergency Scene Operations .................................................................. 1410-1 1452 P Guide for Training Fire Service Personnel to Conduct Dwelling Fire Safety Surveys ............................. 1452-1 1581 P Standard on Fire Department Infection Control Program .......................................................................... 1581-1 1600 C Standard on Disaster/Emergency Management and Business Continuity Programs ................................. 1600-1 1620 C Recommended Practice for Pre-Incident Planning ..................................................................................... 1620-1 1801 N Standard on Thermal Imagers for the Fire Service ..................................................................................... 1801-1 1931 P Standard for Manufacturer’s Design of Fire Department Ground Ladders ............................................... 1931-1 1932 P Standard on Use, Maintenance, and Service Testing of In-Service Fire Department Ground Ladders ............................................................................................................... 1932-1 1936 P Standard on Powered Rescue Tools ............................................................................................................ 1936-1 1952 N Standard on Surface Water Operations Protective Clothing and Equipment ........................................... 1952-1 1977 P Standard on Protective Clothing and Equipment for Wildland Fire Fighting ............................................ 1977-1 2010 P Standard for Fixed Aerosol Fire-Extinguishing Systems ........................................................................... 2010-1

iii

2009 Fall Revision Cycle ROP Committees Reporting

Type Action Page No. Aerosol Extinguishing Technology 2010 Standard for Fixed Aerosol Fire-Extinguishing Systems P 2010-1 Aircraft Maintenance Operations 410 Standard on Aircraft Maintenance P 410-1 Aircraft Rescue and Fire Fighting 405 Standard for the Recurring Proficiency of Airport Fire Fighters P 405-1 408 Standard for Aircraft Hand Portable Fire Extinguishers P 408-1 422 Guide for Aircraft Accident/Incident Response Assessment P 422-1 Airport Facilities 409 Standard on Aircraft Hangars P 409-1 423 Standard for Construction and Protection of Aircraft Engine Test Facilities P 423-1 Building Systems 900 Building Energy Code P 900-1 Chimneys, Fireplaces, and Venting Systems for Heat-Producing Appliances 211 Standard for Chimneys, Fireplaces, Vents, and Solid Fuel−Burning Appliances P 211-1 Cultural Resources 914 Code for Fire Protection of Historic Structures P 914-1 Electric Generating Plants 850 Recommended Practice for Fire Protection for Electric Generating Plants and High

Voltage Direct Current Converter Stations P 850-1

851 Recommended Practice for Fire Protection for Hydroelectric Generating Plants P 851-1 853 Standard for the Installation of Stationary Fuel Cell Power Systems P 853-1 Electrical Equipment Maintenance 70B Recommended Practice for Electrical Equipment Maintenance P 70B-1 Emergency Management and Business Continuity 1600 Standard on Disaster/Emergency Management and Business Continuity Programs C 1600-1 Emergency Service Organization Risk Management 1201 Standard for Providing Emergency Services to the Public C 1201-1 1250 Recommended Practice in Emergency Service Organization Risk Management P 1250-1 Explosives 495 Explosive Materials Code P 495-1 498 Standard for Safe Havens and Interchange Lots for Vehicles Transporting Explosives R 498-1 Fire and Emergency Services Protective Clothing and Equipment Electronic Safety Equipment 1801 Standard on Thermal Imagers for the Fire Service N 1801-1 Special Operations Protective Clothing and Equipment 1952 Standard on Surface Water Operations Protective Clothing and Equipment N 1952-1 Wildland Fire Fighting Protective Clothing and Equipment 1977 Standard on Protective Clothing and Equipment for Wildland Fire Fighting P 1977-1 Fire Department Ground Ladders 1931 Standard for Manufacturer’s Design of Fire Department Ground Ladders P 1931-1 1932 Standard on Use, Maintenance, and Service Testing of In-Service Fire Department

Ground Ladders P 1932-1

Fire Department Rescue Tools 1936 Standard on Powered Rescue Tools P 1936-1

iv

Fire Protection for Nuclear Facilities 804 Standard for Fire Protection for Advanced Light Water Reactor Electric Generating

Plants P 804-1

805 Performance-Based Standard for Fire Protection for Light Water Reactor Electric Generating Plants

P 805-1

806 Performance-Based Standard for Fire Protection for Advanced Nuclear Reactor Electric Generating Plants

N 806-1

Fire Risk Assessment Methods 551 Guide for the Evaluation of Fire Risk Assessments P 551-1 Fire Service Occupational Safety and Health 1581 Standard on Fire Department Infection Control Program P 1581-1 Fire Service Training 13E Recommended Practice for Fire Department Operations in Properties Protected by

Sprinkler and Standpipe Systems P 13E-1

1407 Standard for Fire Service Rapid Intervention Crews N 1407-1 1410 Standard on Training for Initial Emergency Scene Operations P 1410-1 1452 Guide for Training Fire Service Personnel to Conduct Dwelling Fire Safety Surveys P 1452-1 Fire Tests 255 Standard Method of Test of Surface Burning Characteristics of Building Materials W 255-1 276 Standard Method of Fire Test for Determining the Heat Release Rate of Roofing

Assemblies with Combustible Above-Deck Roofing Components N 276-1

701 Standard Methods of Fire Tests for Flame Propagation of Textiles and Films P 701-1 Foam 11 Standard for Low-, Medium-, and High-Expansion Foam P 11-1 Forest and Rural Fire Protection 1150 Standard on Foam Chemicals for Fires in Class A Fuels P 1150-1 Handling and Conveying of Dusts, Vapors, and Gases 91 Standard for Exhaust Systems for Air Conveying of Vapors, Gases, Mists, and

Noncombustible Particulate Solids P 91-1

Industrial Trucks 505 Fire Safety Standard for Powered Industrial Trucks Including Type Designations, Areas

of Use, Conversions, Maintenance, and Operations P 505-1

Internal Combustion Engines 37 Standard for the Installation and Use of Stationary Combustion Engines and Gas

Turbines P 37-1

Laboratories Using Chemicals 45 Standard on Fire Protection for Laboratories Using Chemicals P 45-1 Loss Prevention Procedures and Practices 600 Standard on Industrial Fire Brigades R 600-1 601 Standard for Security Services in Fire Loss Prevention R 601-1 Mining Facilites 120 Standard for Fire Prevention and Control in Coal Mines P 120-1 122 Standard for Fire Prevention and Control in Metal/Nonmetal Mining and Metal Mineral

Processing Facilities P 122-1

Oxygen-Enriched Atmospheres 53 Recommended Practice on Materials, Equipment, and Systems Used in Oxygen-Enriched

Atmospheres P 53-1

Portable Fire Extinguishers 10 Standard for Portable Fire Extinguishers P 10-1

v

Pre-Incident Planning

1620 Recommended Practice for Pre-Incident Planning C 1620-1 Professional Qualifications Fire Fighter Professional Qualifications 1003 Standard for Airport Fire Fighter Professional Qualifications P 1003-1 Public Fire Educator Professional Qualifications 1035 Standard for Professional Qualifications for Public Fire and Life Safety Educator P 1035-1 Smoke Management Systems 204 Standard for Smoke and Heat Venting P 204-1 Standpipes 14 Standard for the Installation of Standpipe and Hose Systems P 14-1 Subterranean Spaces 520 Standard on Subterranean Spaces P 520-1 Tank Leakage and Repair Safeguards 326 Standard for the Safeguarding of Tanks and Containers for Entry, Cleaning, or Repair P 326-1 329 Recommended Practice for Handling Releases of Flammable and Combustible Liquids

and Gases P 329-1

Water Additives for Fire Control and Vapor Mitigation 18 Standard on Wetting Agents P 18-1 Water-Cooling Towers 214 Standard on Water-Cooling Towers P 214-1 Water Mist Fire Suppression Systems 750 Standard on Water Mist Fire Protection Systems P 750-1

vi

Key to Proposal Headings

The first line of every proposal includes the following information:

Document No.

Proposal No.

Log No.

Paragraph Reference

Committee Action

101 6 38 3.4 Accept Example: 101-6 Log #38 Final Action: Accept (3.4)

TYPES OF ACTION

P Partial Revision C Complete Revision N New Document R Reconfirmation W Withdrawal

The following classifications apply to Committee members and represent their principal interest in the activity of the Committee. 1. M Manufacturer: A representative of a maker or marketer of a product, assembly, or system, or portion thereof,

that is affected by the standard. 2. U User: A representative of an entity that is subject to the provisions of the standard or that voluntarily uses the

standard. 3. IM Installer/Maintainer: A representative of an entity that is in the business of installing or maintaining a product,

assembly, or system affected by the standard. 4. L Labor: A labor representative or employee concerned with safety in the workplace. 5. RT Applied Research/Testing Laboratory: A representative of an independent testing laboratory or independent

applied research organization that promulgates and/or enforces standards. 6. E Enforcing Authority: A representative of an agency or an organization that promulgates and/or enforces

standards. 7. I Insurance: A representative of an insurance company, broker, agent, bureau, or inspection agency. 8. C Consumer: A person who is or represents the ultimate purchaser of a product, system, or service affected by the

standard, but who is not included in (2). 9. SE Special Expert: A person not representing (1) through (8) and who has special expertise in the scope of the

standard or portion thereof. NOTE 1: “Standard” connotes code, standard, recommended practice, or guide. NOTE 2: A representative includes an employee. NOTE 3: While these classifications will be used by the Standards Council to achieve a balance for Technical Committees, the Standards Council may determine that new classifications of member or unique interests need representation in order to foster the best possible Committee deliberations on any project. In this connection, the Standards Council may make such appointments as it deems appropriate in the public interest, such as the classification of “Utilities” in the National Electrical Code Committee. NOTE 4: Representatives of subsidiaries of any group are generally considered to have the same classification as the parent organization.

vii

FORM FOR COMMENTS ON NFPA REPORT ON PROPOSALS 2009 FALL REVISION CYCLE

FINAL DATE FOR RECEIPT OF COMMENTS: 5:00 pm EST, March 6, 2009

For further information on the standards-making process, please contact the Codes and Standards Administration at 617-984-7249 or visit www.nfpa.org/codes.

For technical assistance, please call NFPA at 1-800-344-3555.

FOR OFFICE USE ONLY

Log #:

Date Rec’d:

Please indicate in which format you wish to receive your ROP/ROC electronic paper download (Note: If choosing the download option, you must view the ROP/ROC from our website; no copy will be sent to you.)

Date 8/1/200X Name John B. Smith Tel. No. 253-555-1234

Company Email

Street Address 9 Seattle St. City Tacoma State WA Zip 98402

***If you wish to receive a hard copy, a street address MUST be provided. Deliveries cannot be made to PO boxes.

Please indicate organization represented (if any) Fire Marshals Assn. of North America

1. (a) NFPA Document Title National Fire Alarm Code NFPA No. & Year NFPA 72, 200X ed.

(b) Section/Paragraph 4.4.1.1

2. Comment on Proposal No. (from ROP): 72-7

3. Comment Recommends (check one): new text revised text deleted text

4. Comment (include proposed new or revised wording, or identification of wording to be deleted): [Note: Proposed text should be in legislative format; i.e., use underscore to denote wording to be inserted (inserted wording) and strike-through to denote wording to be deleted (deleted wording).]

Delete exception.

5. Statement of Problem and Substantiation for Comment: (Note: State the problem that would be resolved by your recommendation; give the specific reason for your Comment, including copies of tests, research papers, fire experience, etc. If more than 200 words, it may be abstracted for publication.)

A properly installed and maintained system should be free of ground faults. The occurrence of one or more ground faults should be required to cause a ‘trouble’ signal because it indicates a condition that could contribute to future malfunction of the system. Ground fault protection has been widely available on these systems for years and its cost is negligible. Requiring it on all systems will promote better installations, maintenance and reliability.

6. Copyright Assignment

(a) I am the author of the text or other material (such as illustrations, graphs) proposed in this Comment.

(b) Some or all of the text or other material proposed in this Comment was not authored by me. Its source is as follows (please identify which material and provide complete information on its source):

I agree that any material that I author, either individually or with others, in connection with work performed by an NFPA Technical Committee shall be considered to be works made for hire for the NFPA. To the extent that I retain any rights in copyright as to such material, or as to any other material authored by me that I submit for the use of an NFPA Technical Committee in the drafting of an NFPA code, standard, or other NFPA document, I hereby grant and assign all and full rights in copyright to the NFPA. I further agree and acknowledge that I acquire no rights in any publication of the NFPA and that copyright and all rights in materials produced by NFPA Technical Committees are owned by the NFPA and that the NFPA may register copyright in its own name.

Signature (Required)

PLEASE USE SEPARATE FORM FOR EACH COMMENT • email: proposals_comments@nfpa.org • NFPA Fax: (617) 770-3500 Mail to: Secretary, Standards Council, National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471 10/31/2008

viii

FORM FOR COMMENTS ON NFPA REPORT ON PROPOSALS 2009 FALL REVISION CYCLE

FINAL DATE FOR RECEIPT OF COMMENTS: 5:00 pm EST, March 6, 2009

For further information on the standards-making process, please contact the Codes and Standards Administration at 617-984-7249 or visit www.nfpa.org/codes.

For technical assistance, please call NFPA at 1-800-344-3555.

FOR OFFICE USE ONLY

Log #:

Date Rec’d:

Please indicate in which format you wish to receive your ROP/ROC electronic paper download (Note: If choosing the download option, you must view the ROP/ROC from our website; no copy will be sent to you.)

Date Name Tel. No.

Company Email

Street Address City State Zip

***If you wish to receive a hard copy, a street address MUST be provided. Deliveries cannot be made to PO boxes.

Please indicate organization represented (if any)

1. (a) NFPA Document Title NFPA No. & Year

(b) Section/Paragraph

2. Comment on Proposal No. (from ROP):

3. Comment Recommends (check one): new text revised text deleted text

4. Comment (include proposed new or revised wording, or identification of wording to be deleted): [Note: Proposed text should be in legislative format; i.e., use underscore to denote wording to be inserted (inserted wording) and strike-through to denote wording to be deleted (deleted wording).]

5. Statement of Problem and Substantiation for Comment: (Note: State the problem that would be resolved by your recommendation; give the specific reason for your Comment, including copies of tests, research papers, fire experience, etc. If more than 200 words, it may be abstracted for publication.)

6. Copyright Assignment

(a) I am the author of the text or other material (such as illustrations, graphs) proposed in this Comment.

(b) Some or all of the text or other material proposed in this Comment was not authored by me. Its source is as follows (please identify which material and provide complete information on its source):

I agree that any material that I author, either individually or with others, in connection with work performed by an NFPA Technical Committee shall be considered to be works made for hire for the NFPA. To the extent that I retain any rights in copyright as to such material, or as to any other material authored by me that I submit for the use of an NFPA Technical Committee in the drafting of an NFPA code, standard, or other NFPA document, I hereby grant and assign all and full rights in copyright to the NFPA. I further agree and acknowledge that I acquire no rights in any publication of the NFPA and that copyright and all rights in materials produced by NFPA Technical Committees are owned by the NFPA and that the NFPA may register copyright in its own name.

Signature (Required)

PLEASE USE SEPARATE FORM FOR EACH COMMENT • email: proposals_comments@nfpa.org • NFPA Fax: (617) 770-3500 Mail to: Secretary, Standards Council, National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471

10/31/2008

ix

Sequence of Events Leading to Issuance of an NFPA Committee Document

Step 1 Call for Proposals

▼ Proposed new document or new edition of an existing document is entered into one of two yearly revision cycles, and a Call for Proposals is published.

Step 2 Report on Proposals (ROP)

▼ Committee meets to act on Proposals, to develop its own Proposals, and to prepare its Report.

▼ Committee votes by written ballot on Proposals. If two-thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee.

▼ Report on Proposals (ROP) is published for public review and comment.

Step 3 Report on Comments (ROC)

▼ Committee meets to act on Public Comments to develop its own Comments, and to prepare its report.

▼ Committee votes by written ballot on Comments. If two-thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee.

▼ Report on Comments (ROC) is published for public review.

Step 4 Technical Committee Report Session

▼ “Notices of intent to make a motion” are filed, are reviewed, and valid motions are certified for presentation at the Technical Committee Report Session. (“Consent Documents” that have no certified motions bypass the Technical Committee Report Session and proceed to the Standards Council for issuance.)

▼ NFPA membership meets each June at the Annual Meeting Technical Committee Report Session and acts on Technical Committee Reports (ROP and ROC) for documents with “certified amending motions.”

▼ Committee(s) vote on any amendments to Report approved at NFPA Annual Membership Meeting.

Step 5 Standards Council Issuance

▼ Notification of intent to file an appeal to the Standards Council on Association action must be filed within 20 days of the NFPA Annual Membership Meeting.

▼ Standards Council decides, based on all evidence, whether or not to issue document or to take other action, including hearing any appeals.

x

The Technical Committee Report Session of the NFPA Annual Meeting

The process of public input and review does not end with the publication of the ROP and ROC. Following the completion of the Proposal and Comment periods, there is yet a further opportunity for debate and discussion through the Technical Committee Report Sessions that take place at the NFPA Annual Meeting.

The Technical Committee Report Session provides an opportunity for the final Technical Committee Report (i.e., the ROP and ROC) on each proposed new or revised code or standard to be presented to the NFPA membership for the debate and consideration of motions to amend the Report. The specific rules for the types of motions that can be made and who can make them are set forth in NFPA’s rules, which should always be consulted by those wishing to bring an issue before the membership at a Technical Committee Report Session. The following presents some of the main features of how a Report is handled.

What Amending Motions Are Allowed. The Technical Committee Reports contain many Proposals and Comments that the Technical Committee has rejected or revised in whole or in part. Actions of the Technical Committee published in the ROP may also eventually be rejected or revised by the Technical Committee during the development of its ROC. The motions allowed by NFPA rules provide the opportunity to propose amendments to the text of a proposed code or standard based on these published Proposals, Comments, and Committee actions. Thus, the list of allowable motions include motions to accept Proposals and Comments in whole or in part as submitted or as modified by a Technical Committee action. Motions are also available to reject an accepted Comment in whole or part. In addition, Motions can be made to return an entire Technical Committee Report or a portion of the Report to the Technical Committee for further study.

The NFPA Annual Meeting, also known as the NFPA World Safety Conference & Exposition®, takes place in June of each year. A second Fall membership meeting was discontinued in 2004, so the NFPA Technical Committee Report Session now runs once each year at the Annual Meeting in June.

Who Can Make Amending Motions. NFPA rules also define those authorized to make amending motions. In many cases, the maker of the motion is limited by NFPA rules to the original submitter of the Proposal or Comment or his or her duly authorized representative. In other cases, such as a Motion to Reject an accepted Comment, or to Return a Technical Committee Report or a portion of a Technical Committee Report for Further Study, anyone can make these motions. For a complete explanation, NFPA rules should be consulted.

The Filing of a Notice of Intent to Make a Motion. Before making an allowable motion at a Technical Report Session, the intended maker of the motion must file, in advance of the session, and within the published deadline, a Notice of Intent to Make a Motion. A Motions Committee appointed by the Standards Council then reviews all notices and certifies all amending motions that are proper. The Motions Committee can also, in consultation with the makers of the motions, clarify the intent of the motions and, in certain circumstances, combine motions that are dependent on each other together so that they can be made in one single motion. A Motions Committee report is then made available in advance of the meeting listing all certified motions. Only these Certified Amending Motions, together with certain allowable Follow-Up Motions (that is, motions that have become necessary as a result of previous successful amending motions) will be allowed at the Technical Committee Report Session.

Consent Documents. Often there are codes and standards up for consideration by the membership that will be noncontroversial and no proper Notices of Intent to Make a Motion will be filed. These “Consent Documents” will bypass the Technical Committee Report Session and head straight to the Standards Council for issuance. The remaining Documents are then forwarded to the Technical Committee Report Session for consideration of the NFPA membership.

xi

Action on Motions at the Technical Committee Report Session. In order to actually make a Certified Amending Motion at the Technical Committee Report Session, the maker of the motion must sign in at least an hour before the session begins. In this way a final list of motions can be set in advance of the session. At the session, each proposed document up for consideration is presented by a motion to adopt the Technical Committee Report on the document. Following each such motion, the presiding officer in charge of the session opens the floor to motions on the document from the final list of Certified Amending Motions followed by any permissible Follow-Up Motions. Debate and voting on each motion proceeds in accordance with NFPA rules. NFPA membership is not required in order to make or speak to a motion, but voting is limited to NFPA members who have joined at least 180 days prior to the session and have registered for the meeting. At the close of debate on each motion, voting takes place, and the motion requires a majority vote to carry. In order to amend a Technical Committee Report, successful amending motions must be confirmed by the responsible Technical Committee, which conducts a written ballot on all successful amending motions following the meeting and prior to the Document being forwarded to the Standards Council for issuance.

Standards Council Issuance

One of the primary responsibilities of the NFPA Standards Council, as the overseer of the NFPA codes and standards development process, is to act as the official issuer of all NFPA codes and standards. When it convenes to issue NFPA documents, it also hears any appeals related to the document. Appeals are an important part of assuring that all NFPA rules have been followed and that due process and fairness have been upheld throughout the codes and standards development process. The Council considers appeals both in writing and through the conduct of hearings at which all interested parties can participate. It decides appeals based on the entire record of the process as well as all submissions on the appeal. After deciding all appeals related to a document before it, the Council, if appropriate, proceeds to issue the document as an official NFPA code or standard. Subject only to limited review by the NFPA Board of Directors, the decision of the Standards Council is final, and the new NFPA code or standard becomes effective twenty days after Standards Council issuance.

1201-1

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 Report of the Committee on

Emergency Service Organization Risk Management

Adam K. Thiel, ChairAlexandria Fire Department, VA [E]

Terry-Dawn Hewitt, SecretaryMcKenna Hewitt, CO [SE]

Rep. International Fire Service Training Association

Joseph A. Cocciardi, Cocciardi and Associates, Inc., PA [SE] John L. Cochran, Municipal Fire Services Consulting, Inc., AR [SE] John J. DeIorio, II, Florida Division of State Fire Marshal, FL [U] Gerard A. Dio, City of Worcester Fire Department, MA [E] Keith S. Frangiamore, Fire Safety Consultants, Inc., IL [SE] Daniel B. C. Gardiner, International Society of Fire Service Instructors, CT [SE]William F. Jenaway, VFIS, Incorporated, PA [I] Rep. Volunteer Firemen’s Insurance Services, Inc. John Lake, Marion County Fire Rescue, FL [E] Rep. NE Florida Fire Prevention Association Art Martynuska, Gleason Agency/City of Johnstown, PA [I] Ronald P. O’Keefe, New Hampshire Local Government Center, NH [U] Robert R. Rielage, Wyoming, Ohio Fire-EMS, OH [E] Kelli J. Scarlett, Borough of Doylestown, PA [E] David G. N. Stonhill, Battelle Energy Alliance (BEA), ID [U] William Tricarico, McNeil & Company, Inc., NY [I] Donald H. J. Turno, Washington Savannah River Company, SC [U]

Alternates

Ronald W. Richards, Task Force 1, Inc., PA [SE] (Alt. to Joseph A. Cocciardi) Todd W. Thompson, Glatfelter Insurance Group (VFIS), PA [I] (Alt. to William F. Jenaway)

Staff Liaison: Steven F. Sawyer

Committee Scope: This Committee shall have primary responsibility for documents on emergency service organizations structure, operations, and risk management.

This list represents the membership at the time the Committee was balloted on the text of this edition. Since that time, changes in the membership may have occurred. A key to classifications is found at the front of this book.

The Technical Committee on Emergency Service Organization Risk Management is presenting two Reports for adoption, as follows:

Report I: The Technical Committee proposes for adoption, amendments to NFPA 1201, Standard for Providing Emergency Services to the Public, 2004 edition. NFPA 1201 is published in Volume 11 of the 2008 National Fire Codes and in separate pamphlet form.

NFPA 1201, when issued, will be retitled, Standard for Providing Fire and Emergency Services to the Public.

The report on NFPA 1201 has been submitted to letter ballot of the Technical Committee on Emergency Service Organization Risk Management, which consists of 17 voting members. The results of the balloting, after circulation of any negative votes, can be found in the report.

Report II: The Technical Committee proposes for adoption, amendments to NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, 2004 edition. NFPA 1250 is published in Volume 15 of the 2008 National Fire Codes and in separate pamphlet form.

NFPA 1250, when issued, will be retitled, Recommended Practice in Fire and Emergency Service Organization Risk Management.

The report on NFPA 1250 has been submitted to letter ballot of the Technical Committee on Emergency Service Organization Risk Management, which consists of 17 voting members. The results of the balloting, after circulation of any negative votes, can be found in the report.

_______________________________________________________________ 1201-1 Log #CP2 Final Action: Accept (2.2) ________________________________________________________________ Submitter: Technical Committee on Emergency Service Organization Risk Management, Recommendation: Update referenced Codes and Standards to the current edition. NFPA 72®, National Fire Alarm Code®, 20027 edition. NFPA 101®, Life Safety Code®, 20039 edition. NFPA 1033, Standard for Professional Qualifications for Fire Investigator, 20039 edition. NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 200210 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 20027 edition. NFPA 1561, Standard on Emergency Services Incident Management System, 20028 edition. NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 200410 edition. NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, 200410 edition. Substantiation: To comply with the Manual of Style and Regulations Governing Committee Projects. To update referenced documents to the latest editions. Committee Meeting Action: Accept Number Eligible to Vote: 17 Ballot Results: Affirmative: 17 _______________________________________________________________ 1201-2 Log #CP1 Final Action: Accept (4.1.3, A.4.1.3 (New) ) _______________________________________________________________ Submitter: Technical Committee on Emergency Service Organization Risk Management, Recommendation:

Add a new 4.1.3* The resources and personnel required to provide the level of service(s) outlined within 4.1.2 shall be determined by the ESO or by the authority having jurisdiction. A.4.1.3 One model for analyzing the personnel needed to achieve the level of service(s) outlined within 4.1.2 is an analysis consisting of a process where the scope of services and duties along with their time requirements are combined to determine th e total hours required. This section is not intended to develop personnel levels outlined within 7.3.

Process for Analyzing Personnel Needs

Step 1Identify Scope of

Services, Duties &Desired Outputs

Step 5Calculate Total

PersonnelRequired

Step 4CalculatePersonnelAvailability

Step 3DetermineRequired

Personnel Hours

Step 2Determine TotalTime Demand

1201-2

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 entity, community, private companies or volunteer organizations.) Correct calculations based on

• Budgetary validation• Rounding up/down• Determining reserve capacity• Non-personnel resources impact on personnel (materials, equipment, vehicles)

Total demand hours------------------------------ = Personnel positionsAdjustment Factor

______________________________________________________________ 1201-3 Log #1 Final Action: Accept in Principle (20.2.1) _______________________________________________________________ Submitter: Technical Committee on Emergency Management and Business Continuity, Recommendation: Revise text as follows: A disaster plan shall be developed that is broad enough to encompass all situations that a community might face (all hazard approach). Revise 20-2.1 to read: 20-2.1 A diaster plan shall be developed in accordance with NFPA 1600. Substantiation: NFPA 1600 is a comprehensive standards that establishes a common set of criteria for disaster management, emergency management and business continuity programs. It addresses risk assessment, mitigation, response and recovery in a performance standard that allows an entity to develop a program that is commensurate with the local exposures and needs. Committee Meeting Action: Accept in Principle Committee Statement: The annex to 4.12 currently references NFPA 1600. The committee notes there are many other emergency planning documents that are or can be used by communities to develop disaster plans. The reference is to an older version of NFPA 1201. Number Eligible to Vote: 17 Ballot Results: Affirmative: 17 _______________________________________________________________ 1201-4 Log #2 Final Action: Reject (20.2.2, 20.2.3) _______________________________________________________________ Submitter: Technical Committee on Emergency Management and Business Continuity, Recommendation: Delete text: 20.2.2, The disaster plan shall identify and evaluate risk (hazard analysis), formulate objectives, determine resource requirements and availability, assign responsibilities, develop special situation plans, provide the structure for directing and managing response operations, and develop plans for short and long term recovery. 20.2.3*, Local disaster plans shall be coordinated with any county and state or provincial emergency plans as well as with plans by federal agencies. Substantiation: The requirements specified in Section 20-2.2 and 20-2.3 are clearly defined in NFPA 1600. If NFPA 1600 is adopted as a requirement of Chapter 20 (see other proposal), then these paragraphs can be safely deleted. Committee Meeting Action: Reject Committee Statement: The proposed text for removal is from an older version of NFPA 1201 and is no longer included in the standard. Number Eligible to Vote: 17 Ballot Results: Affirmative: 17 _______________________________________________________________ 1201-5 Log #3 Final Action: Accept in Principle (22.1.1) _______________________________________________________________ Submitter: Technical Committee on Emergency Management and Business Continuity, Recommendation: Add new text as follows: Add NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs to the list of NFPA documents. Substantiation: NFPA 1600 is a comprehensive standard that establishes a common set of criteria for disaster management emergency management and business continuity programs. It addresses risk assessment, mitigation, response and recovery in a performance standard that allows an entirety to develop a program that is commensurate with the local exposure and needs. Other proposals for changes to NFPA 1201 specify referencing NFPA 1600 in Chapter 20 as a mandatory requirement for the development of Emergency Management plans. Committee Meeting Action: Accept in Principle Committee Statement: See Committee Statement on 1201-3 (Log #1). Number Eligible to Vote: 17 Ballot Results: Affirmative: 17

Step 1. Scope of Services, Duties and Desired Outputs. Identify the services and duties that are performed within the scope of the organization. Outputs should be specific, measurable, reproducible and time limited. Among the ele-ments may be:

• Administration• Data collection, analysis• Delivery• Authority/responsibility• Roles/responsibilities • Local variables• Budgetary considerations• Impact of risk assessment

Step 2. Time Demand. Quantify the time necessary to develop, deliver and evaluate various services and duties identified in Step 1.

• Local nuances• Resources that impact personnel needs

Task Time per task Total time required

Step 3. Required Personnel Hours. Based on Step 2 and historical performance data, convert the demand for services to annual personnel hours required for each program. Add any necessary and identifiable time not already included in the total performance data.

• Development/preparation• Service• Evaluation• Commute• Prioritization

Task

# Task

Time per task1

Task commute

time

Other2

Total1 includes preparation/site/research/follow-up/report2 includes personnel functions/admin functions/interruption time/prioritization

Step 4. Personnel Availability and Adjustment Factor. Average personnel avail-ability shall be calculated.

• Holiday• Jury duty• Military leave• Annual leave/vacation• Training• Sick leave• Fatigue/delays/other

Example - Average personnel availability is calculated for holiday, annual and sick leave per personnel member:

Annual hours at 100% availability (__ hr/wk x 52 wk/yr) (hrs per year per person) ______

Less annual leave and holiday (__ days per yr at _ hrs per day) ______

Less estimated sick leave (average _ days per yr at _ hrs per day) ______ Less annual training (__ days per yr at _ hrs per day) ______ Personnel Hours Subtotal (hrs per year per person) _______ Times uncertainty factor at __% x __ = _______ Total available hours (hrs per year per person) ______ Step 5. Calculate Total Personnel Required. Division of the unassigned per-sonnel hours by the adjustment factor will determine the amount of personnel (persons/yr) required. Any fractional values may be rounded up or down to the next integer value. Rounding up provides potential reserve capacity; rounding down means potential overtime or assignment of additional services conducted by personnel. (Personnel may include personnel from other agencies within the

1201-3

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 _______________________________________________________________ 1201-6 Log #CP3 Final Action: Accept (Entire Document) _______________________________________________________________ Submitter: Technical Committee on Emergency Service Organization Risk Management, Recommendation: Revise title to read: NFPA 1201, Standard for Providing Fire and Emergency Services to the Public Substantiation: The standard used to have fire in its title and the proposal is to add it back. The standard is geared toward fire agencies who perform other emergency functions. The title change would also help the users find the standard. Committee Meeting Action: Accept Number Eligible to Vote: 17 Ballot Results: Affirmative: 17 _______________________________________________________________ 1201-7 Log #CP4 Final Action: Accept (Entire Document) _______________________________________________________________ Submitter: Technical Committee on Emergency Service Organization Risk Management, Recommendation: The committee proposes a complete rewrite of NFPA 1201, Standard for Providing Emergency Services to the Public, 2010 edition, as shown in the draft at the end of this report Substantiation: The rewrite cleans up some editorial issues. Code enforcement has been moved to its own chapter. Items dealing with how to implement requirements or those particular to management decisions have been moved to the annex as guidance to the user. There are many way to implement the requirements in the standard and the committee did not wish to give the user only one means as a requirement. The rewrite provides a uniform level of detail within the body of the standard to recognize the diversity of ESO governance structures, etc. by moving guidance or advisory information to the annex. The draft does not include action items on other proposals within the ROP. Committee Meeting Action: Accept Number Eligible to Vote: 17 Ballot Results: Affirmative: 17 _______________________________________________________________ 1201-8 Log #4 Final Action: Reject (Annex D and Annex X (New) ) _______________________________________________________________ Submitter: Terry-Dawn Hewitt, McKenna Hewitt Recommendation: Annex D Model for Organization and Deployment of Fire Investigation Services

This Annex is not a part of the requirements of this NFPA document but is included for informational purposes only.

D.1 General. This Annex is intended to facilitate the obligation of the ESO pursuant to section 5.5 to implement investigation services. This includes the staffing requirement to “appoint, within the limitations imposed by local gov-ernment, sufficient personnel to permit the execution of a competent fire inves-tigation program,” as set forth in paragraph 5.5.3. The evaluation of staffing requirements sufficient for an ESO’s FI Unit (“FI Unit) cannot be made in a vacuum. This evaluation must flow from the legal requirements and authority of the ESO to investigate fires or other incidents, its policy decisions, budgetary considerations, the extent of its available resources and those shared with other agencies or other jurisdictions, and the nature and the needs of the community it serves. Adequate staff hours must be allotted not only for scene investigations, but also for managerial and administrative tasks, training, developing and maintaining management information systems, and fulfilling reporting requirements. Staffing decisions must be made within the context of the policies of the ESO, its organizational structure and the organiza-tional structure of the FI Unit. For these reasons, this Annex addresses in point form, the managerial, administrative, and operational components of a FI Unit. The organization and deployment of fire investigation services is addressed in this Annex on two levels: first, considerations for the unit as a whole, and then the requirements to investigate a particular incident. On the first level, the orga-nization of a FI Unit is examined, providing a model that can be used either to create a new FI Unit or to improve an existing one. This model lists informa-tion to gather and issues to consider in setting policies respecting the nature and level of services the unit will provide. It also contains recommendations for the unit’s organizational structure and a decision-making process for addressing staffing and equipment needs, training requirements, the unit’s management information system (MIS) and incident reporting system. Considerations for a multi-jurisdictional FI Unit are also included. On the second level, this Annex deals with organizing and conducting a single investigation, using a concept of operations approach. It serves as a framework for investigating an incident of any size or complexity. Staffing and equipment needs are discussed, this time for the managerial, and operational aspects of a given investigation.

D.1.1 Annex Application. The intent of this Annex is to apply to the organi-zation and deployment of fire investigation services by public ESOs, such as fire departments, police departments, county or state fire marshal’s offices, and the like. It also applies to public ESOs that hire private sector contractors to supply all or a part of its fire investigative services. ESOs that have no inves-tigative unit can use this model as a starting place to develop one. ESOs that have existing FI Units can use this model to streamline their periodic review process and to implement improvements and justify budget requests. D.1.2 Annex Purpose. While the needs of a small rural department with one part-time volunteer investigator will differ considerably from those of large urban departments with a sizeable compliment of full-time investigators, all ESOs, no matter what their size or complexity, face overlapping issues respect-ing setting policies for, organizing, and deploying investigative services. The overall goal of this Annex is to outline these issues and the decision-mak-ing processes that an ESO should undertake regardless of the size of the fire investigations unit or the nature of incidents it is required to handle. Regardless of the unit’s size, the objective of this Annex is twofold. First, to assist an ESO comply the requirements of NFPA 1201. Second, to assist an ESO meet the requirements of a fire investigation program sufficient for accreditation by the Commission on Fire Accreditation International (CFAI). There are many excellent publications dealing with various aspects of estab-lishing or organizing arson or fire investigation services. This Annex compiles and supplements key points from a number of such publications and relates these points specifically to the NFPA 1201 and CFAI requirements. Users are encouraged to refer to the publications referred to in this Annex and referenced in Annex X for more detailed discussions of the concepts that are outlined here. Many of these materials are published by the United States Fire Administration (“USFA”), are available at no cost, and are downloadable in PDF format from the publications page of the USFA’s website at http://www.usfa.fema.gov/appli-cations/publications/ . D.1.3 Recommended Approach for Users of this Annex. (1) First read the portions of NFPA 1201 that are most relevant to a FI Unit: Chapter 1 “Administration,” Chapter 4 “Governance and Administration,” and Section 5.5 “Investigations.” (2) Review section D.1 “General,” which is an introduction to this Annex. Study Figure 0, below, which sets forth the organization of this Annex, show-ing the relationship of the main sections and sub-sections. This is a lengthy annex with lots of detailed information, so becoming familiar with the orga-nization of this Annex will help the user understand how some of the lengthy checklists relate to the overall task of organizing a FI Unit. (3) Read section D.2 “CFAI” which provides a brief overview on the Commission on Fire Accreditation International (“CFAI”), setting forth the requirements for a fire investigation program in an ESO that is seeking accredi-tation. (4) Remember that two primary purposes of this Annex are to assist an ESO comply with the requirements of NFPA 1201 in relation to implementing fire investigation services, and to satisfy the CFAI accreditation requirements for its fire investigation program. A careful review of Table 0 will help orient the user to the relationship between the NFPA 1201 requirements, the accreditation requirements, and the material in this Annex relevant to each of these require-ments. (5) Read section D.3 “Definitions” with a view to understanding the meaning of key terms used in this Annex. (6) Flip through this Annex, reading the headings of sections and subsections, noting how they relate to the overall structure of the annex shown in Table 0. Make notes of which sections are most relevant to the needs of your ESO. (7) Go back to sections 0 and 0 and read them in detail, making notes as you proceed as to the portions that will be most helpful to your ESO’s fire investi-gations program. Obtain copies of any of the reference material listed in Annex X that is relevant. Then go back through this Annex to map out the 5-Part Approach captured in Figure 0, modifying it so that it best relates to the goals of your ESO’s existing or future investigations unit.

(See Figure D.1.3 on the following page.)

D.2 Commission on Fire Accreditation International (CFAI) Criterion for Accreditation: Public Investigation Program. The Commission on Fire Accreditation International (CFAI) is a voluntary program providing a self-assessment system for fire and emergency services that can help local govern-ments determine their fire safety needs, evaluate the performance of ESOs and provide a method for continuous improvement. More information on CFAI is available at http://www.cfainet.org. D.2.1* CFAI has defined certain goals and objectives to be met for the accreditation of an ESO (which CFAI calls an “agency”), giving specific cri-teria and performance indicators for each program the ESO provides. These criteria and performance indicators are contained in CFAI’s Fire & Emergency Service Self Assessment Manual (6th ed.) (“FESSAM”). Meeting the criteria and performance indicators is a necessary step towards accreditation. Below is the criterion for a fire investigation program:

There is an adequate, effective and efficient program directed toward identification of the causes and origins of fire, explosions and other emergency situations that endanger life or property.

[Annex X: Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 6th ed., section 5, pg. 14. Commission on Fire Accreditation International, Fairfax, VA 2000.]

1201-4

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

Policies &Organizational Plan4.1: Type and level of ser-vices to be provided are determined.4.5.5 Develop & adopt policy statements & organizational plan

Policies &Organizational PlanCategory 1 of FESSAM (“Governance and Administration”) includes require-ments that the agency provides general policies to guide the agency and its approved programs and services, and that it has established an administrative structure to achieve its mission, pur-poses, goals, strategies & objectives, and have an organizational chart identifying personnel roles & responsibilities

Equipment & Supplies4.5.4 Allocate adequate equipment and supplies for programs such as fire inves-tigations

Equipment & Supplies5D.3 Adequate equipment & supplies allocated to the fire cause and investiga-tion program

SOPs/SOGs4.5.4 Implement standard operating procedures/general operating guidelines

Methods & Procedures SOPs/GOGs5D.1 Methods and procedures in place to investigate the cause and origin of all reported fires5D.6 There are standard operating pro-cedures/ general operating guidelines for the fire cause and investigation program

Mutual Aid4.6 Establish mutual Aid where practical and required

Agreement and Support from Other Agencies5D.4 Agreement and support from other agencies to aid agency in accomplishing its goals and objectives

D.2.2*CFAI’s stated performance indicators by which a fire investigation program is measured are: [Annex X: Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 6th ed., sec-tion 5, pg. 14. Commission on Fire Accreditation International, Fairfax, VA 2000.] (1) There are methods and procedures in place to investigate the cause and

origin of all reported fires. (2) The agency has adequate staffing to accomplish its stated objectives. (3) There are adequate equipment and supplies allocated to the fire cause and

investigation program. (4) There is agreement and support from other agencies to aid the agency in

accomplishing its goals and objectives. (5) There is an information system in place to document fire investigation

activities and to provide data for analyzing program results. (6) There are standard operating procedures/ general operating guidelines for

the fire cause and investigation program. (7) There is a periodic appraisal made on the effectiveness of the fire investi-gation program.

D.2.3*To understand the relationship between the material in this Annex, the requirements of NFPA 1201 and the CFAI Criterion and Performance Indicators for a fire investigation program that are necessary for accreditation, refer to Table 0 below. [Annex X: Column 1 is from NFPA 1201, 200* edition; Column 2 is from Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 6th ed.. Commission on Fire Accreditation International, Fairfax, VA 2000.]

Table D.2.3 Correlations between NFPA 1201 Requirements for Fire Investigations Services and CFAI Criterion and Performance Indicators for Fire Investigation Programs.

NFPA 1201 Requirements CFAI Criterion and Performance Indicators

Legal Authority & Responsibility 4.2 Operates with legal authority and complies with existing laws re: areas of jurisdiction and responsibili-ties.

Legal Authority & ResponsibilityCategory 1 of FESSAM (“Governance and Administration”) includes require-ments that the agency has been legally established and that it complies with legal requirements.

Figure D.1.3 Conceptual Outline of Annex D “Model for Organization and Deployment of Fire Investigation Services.”

1201-5

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

[Annex X: The definition of “arson strike force” was taken from International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force, p. 2. Federal Emergency Management Agency, Washington D.C., 1989.] D.3.6* Arson Task Force. A policy-setting body appointed to oversee local arson prevention and control efforts. [Annex X: The definition of “arson task force” was taken from International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force, p. 2. Federal Emergency Management Agency, Washington D.C., 1989.] D.3.7* Deployment. The strategic assignment and placement of fire agency resources such as fire companies, fire stations and specific staffing levels for those companies. Human, financial and physical resources allocaated to activities or programs. [Annex X. The definition of “deployment” was taken from Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 3rd ed. Commission on Fire Accreditation International, Fairfax, VA 1997, Section 6, pp. 43, 54.] D.3.8 Fire Investigation Unit. Those people who are assigned to that part of an ESO’s organizational structure that is responsible for the investigation of threats or incidents that involve fires, explosions, or bombings. It includes those participating in the investigation as well as those providing managerial and administrative support. The members of the FI Unit may be from any one or more departments of the ESO, such as the fire department or police department. They may also be from other ESOs in the same or other jurisidictions, or from other public entities or the private sector, as long as some part of their assigned duties is as part of a defined team responding to such incidents on behalf of the ESO. Actual members can vary from one investigation to another, but they are unified as forming part of a distinct component of the command structure responsible for investigating the ESO’s fire incidents and related matters. D.3.9* Incendiary Fire. An incendiary fire is a fire that has been deliberately ignited under circumstances in which the person knows the fire should not be ignited. [Annex X: The definition of “incendiary fire” was taken from NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 22 “Incendiary Fires,” section 22.1.] D.3.10* Investigation. A systematic inquiry or examination. [Annex X: The definition of “investigation” was taken from NFPA 1033 Professional Qualifications for Fire Investigator 2003 ed. Chapter 3]. D.3.11 Mutual Aid. A written policy or contract to allow for the deployment of personnel and equipment to respond to an alarm in another jurisdiction. D.3.12 Mutual Aid Agreement. A pre-arranged agreement developed between two or more entities to render assistance to the parties of the agreement. D.3.13* Spoliation. Loss, destruction, or material alteration of an object or document that is evidence or potential evidence in a legal proceeding by one who has the responsibility for its preservation. [Annex X: The definition of “spoliation” was taken from NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 3 “Definitions.”] D.4 Organization and Deployment of a Fire Investigation Unit. The purpose of this section is to outline the general method for developing a new FI Unit or evaluating and improving an existing one. This method is divided into 5 Parts. Each of these parts can be broken down into a number of separate components. Figure 0 below diagrams the “5-Part Approach” for creating a new or evaluating an existing FI Unit. The two key elements that underly this 5-Part Approach are organizing the Unit and deploying its personnel. The relevant arm of Figure 0 is reproduced at the beginning of each of the five subsections (“Parts”) below to help orient the user.

(See Figure D.4 on the following page.)

D.4.15-Part Approach - Part I: Information Gathering & Analysis: Collect and Analyze Data, Identify Problems & Possible Solutions.

(See Excerpt from Figure D.4 – Part I on page 7.)

Whether one is starting a new FI Unit or evaluating an existing one, it is first necessary to gather and analyze certain types of information. This information will point to certain problems that can be addressed by an investigation unit, as well as potential avenues to identify solutions.Amassing the data that is relevant to an ESO’s Investigation Unit may appear overwhelming. Figure 0 below conceptualizes this data-gathering process. The first seven of the outer circles represent a type of information that should be collected and maintained as discussed in this subsection. The rest of the outer

Training & Competency4.11 Training and competen-cy maintenance for personnel in specialized programs like fire investigations5.5.2.1 Evidence preservation training for all personnel5.5.2.2 Investigators to be trained to NFPA 1033 Standard

Training & Competency5D Effective and efficient program for investigating fires, explosions and other incidents endangering life or propertySee “adequate staffing,” below.Also see Category 8 in Manual which deals with Training and Competency of all department members.

Management Information System4.5.4 Utilize an information system to appropriately use and integrate information into other aspects of plan-ning4.13 Have a Management Information System (MIS) sufficient to maintain data to provide management data to evaluate the effectiveness of programs and procedures and to comply with legal reporting requirements5.5.2.3 Control and release of incident information to comply with ESO’s policy and legal requirements5.5.2.4 Develop and main-tain an investigation infor-mation system

Information System5D.5 Information system to document fire investigation activities and provide data for analyzing program results

Staffing5.5.3 Appointment of suffi-cient personnel for execution of competent fire investiga-tion program.

Staffing5D.2 Adequate staffing to accomplish stated objectives

Reviews & Ongoing Planning4.4.4 Master planning includes continuing program of research and planning & examining the emergency service system4.11.3.7 Reviews of training effectiveness4.13.5 Annual report includes analysis of per-formance compared with established goals, changes and recommendations for the coming year

Periodic Appraisal5D.7 Periodic appraisal is made on the effectiveness of the fire investigation program

D.3 Annex Definitions. Following are definitions of the terms used in this Annex. D.3.1 *Accident. An unplanned event that interrupts an activity and sometimes causes injury or damage or a chance occurrence arising from unknown causes; an unexpected happening due to carelessness, ignorance, and the like. [Annex X: The definition of “accident” was taken from NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 3 “Definitions.”] D.3.2* Accreditation. A process by which an association or agency evaluates and recognizes a program of study or an institution as meeting certain predetermined standards or qualifications. It applies only to institutions and their programs of study or their services. [Annex X: The definition of “accreditation” was taken from Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 3rd ed. Commission on Fire Accreditation International, Fairfax, VA 1997, p. 49.] D.3.3*Agency. A division of government with a specific function or a nongovernmental organization (e.g., private business) that offers a particular kind of assistance. [ Annex X: The definition of “agency” was taken from NFPA 502, * ed.]. D.3.4* Arson. The crime of maliciously and intentionally, or recklessly, starting a fire or causing an explosion. [Annex X: The definition of “arson” was taken from NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 3 “Definitions.”] D.3.5* Arson Strike Force. A special purpose, short-term mobilization of a team (or teams) of investigators together with allied resources that applies high intensity investigative efforts to a major arson incident or series of incidents.

1201-6

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

Figure D.4 Five-Part Approach for the Organization and Deployment of a FI Unit

1201-7

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

Figure D.4.1 Types of Information Gathered and Other Records Collected into MIS.

1201-8

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 ESO’s buildings or training facilities, or being present at a live fire incident. One must go further and determine what, if any, safety laws or regulations apply specifically to investigative activities. In the absence of or in addition to regulations specifically dealing with investigations, refer to NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 12 “Safety.” Also consider that some of the regulations governing construction projects in the jurisdiction may be applicable to a fire scene investigation. D.4.1.2 Collect and Analyze Historical Incident Data, Staff Time Use Data and Budgetary Information.The types of information listed below should be collected with respect to incidents that have occurred and investigations that have taken place within the ESO’s jurisdiction within at least the previous three years, or more preferably, within the last five years. Some of the data may come from the ESO’s records, while other data may need to be gathered from other agencies or jurisdictions, particularly if the ESO has not previously had a FI Unit. In conducting the historical data review, note any statistical oddities, such as one large loss that is unusual for the organization and that utilized an extraordinary amount of investigators’ time or a series of fires that is atypical, such as a rash of fires caused by a serial arsonist. For new FI Units, one will have to endeavor to obtain the same types of historical data, though it may come from other agencies or jurisdictions if outside resources have been used to handle the ESO’s fire investigation needs. D.4.1.2.1 Historical Incident Data. Having regard to incident reports and crime reports for the previous 3 to 5 years, gather the types of statistical information outlined below.

(1) Number of total incidents reported of the type to which the ESO’s fire and emergency services responded, such as fires, false alarms of fire, explosions, actual or threatened use of explosives, medical emergencies, fatalities, etc.

(2) Number of investigations conducted.(3) Number of fire incidents reported in each of the four categories (a)

incendiary, (b) accidental, (c) natural, and (d) undermined.(4) Number of prosecutions that have occurred relative to the number of

fires in a given time frame.(5) Number of convictions relative to the number of prosecutions.(6) Number of incidents of a particular size or magnitude, categorized in

terms of defined benchmarks, such as fatalities, property losses over a certain dollar value, serious bodily injuries, complex investigations (such as a series of small fires determined to be the work of a serial arsonist).

(7) Extent and scope of ESO’s arson problem, categorized in terms of defined benchmarks, such as risks to the public health and safety, concentration in location of arsons, arsons attributed to particular motives.

To some extent, the ESO will need to consider not only its historical incident and crime data, but also make reasonable predictions of the size, type, and number of likely future investigations based on a number of factors, including:

(1) Number of potential large losses or high risk occupancies as identified by fire inspectors in the jurisdiction.

(2) Growth in the size of the community the ESO protects.(3) Demographics of the community.(4) Nature of occupancies and how they have changed over time. For

example, an exodus of residents from an area that becomes run down and inhabited by squatters might be indicative of a higher risk of both accidental and incendiary fires. New buildings that are fully sprinklered, alarmed, and in compliance with modern building and fire codes probably have a lower risk of fire.

(5) Other high risks as identified by fire inspectors. D.4.1.2.2 Historical Data re: Time Demand. The time demand required for investigations and related administrative and managerial tasks must be estimated regardless of whether the organization has been using only its own members in providing investigation services or utilizes outside resources.

(1) How much time was attributed to fire investigation and related tasks in each relevant past period? Consider not only time involved in scene examinations, but time required for each of the 8 critical roles described in subsection 0 below.

(2) How much managerial time has been attributed to incident investigations in each relevant past period?

(3) How much administrative support has been dedicated to support of the fire investigation unit in each relevant past period (such as cleaning or ordering equipment, secretarial services, etc.)?

(4) Does the ESO require that investigators obtain and maintain certifications or minimum training requirements, such as compliance with NFPA 1033? How much time has been dedicated in each relevant past time period to certifying and training investigators? How many training sessions have been held annually? How long was each session? How much time was spent by trainers and by students?

(5) Does the ESO require that first responders take some basic evidence preservation and investigation awareness? How much time has been spent providing such training?

D.4.1.2.3 Historical Budgetary and Financial Data. (1) How much of the ESO’s budget has been attributed to investigation

services over each fiscal period during the last three to five years?

circles are addressed in later parts of this section and represent the types of records that should be created when a FI Unit is established. These records will also be maintained, analyzed, and revised periodically.Notice that all of the information collected feeds into a central point where information is analyzed and managed. Later, in subsection 0, during the discussion of organizational planning, the need for an Information Management System (“IMS”) is addressed. Keep in mind that the data collected in this first part of the process should ultimately be incorporated into the IMS, and periodically be updated and re-analyzed.

(See Figure D.4.1 on page 7.) D.4.1.1* Legal Research: Determine Legal Authority, Responsibility, and Jurisdiction. Before plans for a FI Unit can be made or revised, the types of information listed below need to be assembled and digested. One is encouraged to seek help from the attorney for the ESO’s jurisdiction and from a prosecuting attorney in its jurisdiction to gather this information and keep it current over time. [Annex X: Many of the types of information relevant for implementing and managing a FI Unit are also relevant for a fire inspection unit. For a more detailed discussion of the importance of some of the types of information listed below, see National Fire Protection Association, Fire Marshals Association of North America and United States Fire Administration, Fire Inspection Management Guidelines, Chapter 1 “Inspection Authority and Responsibility,” NFPA, Quincy MA 200_] D.4.1.1.1 Legal Authority. Research the basis of the ESO’s legal authority pertaining to a FI Unit. Determine both the extent of and the limits on the legal authority. Consider federal, state, and local legislation, regulations, local codes, municipal by-laws, ordinances and the like. This research should include an investigator’s status as a member of the public sector, including any rights, duties and any liabilities relating to one’s role as a public officer or employee. It should also include any rules concerning conflicts of interest and other ethical obligations. D.4.1.1.2 Enforcement. Catalog the laws that the ESO is responsible to enforce that will likely be investigated by the FI Unit, which enforcement duties are mandatory, and which are discretionary. This includes arson crimes, other fire-related crimes, terrorism, bombings and threats, death investigations, and regulatory violations. D.4.1.1.3* Scope and Limits of Duties. Identify the scope of investigative powers and any specific legal duties or limits of legal power that relate to investigation of fires, explosions, bombings, deaths, and other incidents. For example, in death investigations there are legal and procedural requirements for notifying the authorities including police, coroner, medical examiner, and forensic lab, that can vary from jurisdiction to jurisdiction. These requirements may involve both civil and criminal agencies. These requirements and the steps that must be taken by an investigator ought to be documented. [Annex X: Reference to death investigations taken from NFPA 921 Guide for Fire and Explosion Investigations 2004 ed., Chapter 23 “Fire and Explosion Deaths and Injuries”, paragraph 23.2.3.] D.4.1.1.4 Police Powers. Determine if it is mandatory or optional for investigators within the ESO to have police powers. What are the extent of those police powers and are they limited in any way? Can a fire investigator carry a weapon? Make an arrest? Obtain and execute a search warrant or an arrest warrant? D.4.1.1.5 Power to Enter Contracts: Determine the extent and limits of the ESO’s ability to enter contracts with other public agencies or private entities. Identify contracts that are already in place that relate to investigations, for example, mutual aid agreements, equipment or leasing contracts, training contracts, or consulting contracts for specialty expertise in investigations. D.4.1.1.6 Freedom of Information and Protection of Privacy. Determine what, if any, Freedom of Information and Protection of Privacy laws apply to the ESO. These laws govern what information from incident reports, personnel files, and other data within the department can be released to other agencies or members of the public. Note that the law in this filed is evolving and while there may be no such laws in the ESO’s jurisdiction when an initial check is made, this might change soon thereafter. D.4.1.1.7 Liabilities. Determine to what extent the ESO or individual persons involved in the FI Unit are exposed to legal liability claims in the subject jurisdiction. Consider:

(1) Civil liability for torts such as negligence in the conduct of investigations or in the release or destruction of information.

(2) Civil liability for spoliation of evidence (in states where spoliation of evidence is recognized as a tort).

(3) Breach of contract (such as breach of a mutual aid agreement).(4) Civil or regulatory liability for motor vehicle accidents.(5) Civil or criminal liability for wrongful use of weapons.(6) Civil rights liability for constitutional violations such as wrongful search

and seizure. Speak to the risk manager or insurance carrier for the ESO to obtain histori-cal data of the types of liability claims that the ESO’s investigators have been exposed and details of any claims that were either litigated or settled. D.4.1.1.8 Safety and Health. Identify the state, provincial, or federal occupational safety and health regulations that apply to members of the fire investigative unit and their supervisors and employer. Some regulations have general application to all or most members of a department. Examples of safety regulations of general application are those that deal with using the

1201-9

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 (4) Vehicles and equipment for investigations (see the checklists of safety

equipment and standard investigative equipment in paragraphs 0 and 0.).

Refer to Table D.4.2.2 for other resources.

D.4.1.4.1 Other Agencies. Identify other agencies or departments within the ESO that currently or potentially may provide services, equipment or resources to the FI Unit. Identify any agencies to which the ESO currently provides, or may in the future provide, investigative support. In addition to usual types of investigations, consider the possibility of large or unusual incidents where a wider range of resources are required.D.4.1.5 Analyze Data to Identify Problems and Potential Solutions. D.1.25-Part Approach - Part II: Seek Support and Develop Inter-Agency or Multi-Jurisdictional Relations.

(See Excerpt from Figure D.4 - Part II on the following page.)

D.4.2.1 Confer with Other Agencies or Other Jurisdictions. *One of the tasks for the person organizing a new FI Unit, or for the Unit Manager in an existing unit is to liaise with other agencies within the ESO, and other jurisdictions. It is recommended that a contact person or position be established within each of the following agencies or organizations and establish periodic communication to foster cooperation: [Annex X: This subsection is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 4.]

(1) Local, county, state, and federal law enforcement agencies.(2) Prosecutors.(3) Coroners.(4) Insurance companies.(5) News media.(6) Legislators.(7) Business and citizens groups.

*The purpose of these liaisons are to develop information sources, arrange for the forensic analysis of evidence, obtain assistance from various types of experts with major investigations, and to develop MOUs or Mutual Aid agreements with other police or fire departments to assist with particular types of investigations or various areas of responsibility. [Annex X: This subsection is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 4.] The purpose a FI Unit may have in its liaison with outside agencies may depend on the types of programs it implements. For example, the following chart shows the value of outside liaisons for a FI Unit undertaking an arson investigation program or implementing an arson strike force.

Table 0 Developing and Maintaining Liaisons with Outside Agencies for an Arson Investigation Unit [Annex X: This table is adapted from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 4.]

Coroner or Medical Examiner Help to develop procedures for scientific analysis of evi-dence and on-scene handling of fatalities, evidence preser-vation and control

Insurance companies Supply policy information; provide investigative assis-tance or pay for heavy equip-ment for large scenes; furnish rewards; withhold payment if likelihood of fraud or arson by policyholder; funding anti-arson projects, paying close attention to whom and what is insured and for how much; monitoring loss adjustments

News media Conducting public aware-ness campaigns, reporting significant arrests and con-victions as deterrents to other arsonists, editorializing on the need for changes to laws, codes and sufficient depart-ment budgetary support

Business organizations Back changes in laws or new laws, funding for special projects, public awareness programs

Legislators Support law changes, encour-age public awareness and reward programs

(2) Do the budgetary allotments for investigative services include managerial and administrative time and expenses? If not, what is a reasonable estimate of these costs that are attributable to investigative services?

(3) Do the budgetary allotments for investigative services include the time and expenses to provide training for investigators, as well as evidence preservation and preliminary investigation training for first responders? If not, what is a reasonable estimate of these costs that are attributable to such training?

(4) What has been the cost for personal safety equipment for investigators, as well as equipment needed for the conduct of investigations in each relevant past period?

(5) What has been the cost for office space, and office equipment and supplies over each relevant past period?

(6) Have there been large capital outlays for buildings, vehicles or other major pieces of equipment required for investigations? If so, what were the principle amounts for each such expenditure, as well as amortization costs if paid over time?

(7) Has any income been attributed to the FI Unit? For example, fees for services (providing investigative services in other jurisdictions), or income from training exercises provided to people outside the ESO?

D.4.1.3 Identify Current or Prospective Scope of Services & Duties, Policies and Programs. If a FI Unit already exists, list the scope of investigative, training, and other services that are provided, and the general nature of the duties assigned to the FI Unit. If the focus is on developing a new FI Unit, make a similar list using the experience of other FI Units that are similar in size and scope to the one being planned. Below are questions that will help guide the formation of this list. One can also refer to subsection 0 which lists the nature and levels of some typical fire investigation services, and to paragraph 0 which lists duties of various members of a FI Unit.

(1) To what extent does the ESO, itself, provide training services for the investigative roles and to what extent does it utilize the services of outside agencies or organizations?

(2) To what extent does the ESO call up on the resources of other agencies or outside jurisdictions to conduct all or portions of the services necessary in conducting fire origin and cause (“O&C”) investigations? Wildland fire investigations? Death investigations? Bombing and explosives investigations?

(3) What mandatory fire or police or incident reporting must the organization provide to other government organizations?

(4) What computer programs and systems are required to comply with mandatory reporting requirements?

(5) What information systems are necessary given the number and type of fire investigations conducted by the organization?

(6) Does the jurisdiction of the organization’s investigators extend to criminal prosecutions, or does another agency take over in the event criminal activity is suspected or established.

(7) Does the jurisdiction provide ignitable liquid detection canine services or other specialty services?

D.4.1.3.1 Existing Policies. Existing FI Units should assemble all of the ESO’s existing policies that directly or indirectly impact on incident investigations, incident reporting, management information systems, investigator training, safety, and any existing FI Unit. New FI Units should assemble policies of other FI Units to use as models. D.4.1.3.2 Programs. Identify those programs that have already been instituted by the ESO and relate to incident investigations. Also list other programs that have not been instituted, but which are worthy of consideration. Some examples are:

(1) Arson Strike Force (For guidance on this type of program, see the excellent booklet: International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force, p. 2. Federal Emergency Management Agency, Washington D.C., 1989.)

(2) Juvenile Fire Setter(3) Public Education: Arson Awareness, Juvenile Fire Setters, Meth labs, etc.(4) Crime Stoppers(5) Public Relations(6) Media Relations(7) Investigator Training (Certification and Qualifications)(8) Safety

D.4.1.4 Determine Available Resources from ESO and Other Agencies. Start by making a list of the types of resources that may be necessary to operate a FI Unit. Obviously the resources required will depend on the nature and level of investigations that will be conducted, a decision to be made later. However, it will be easier to pick what resources are needed from a comprehensive list. Here are the basic categories:

(1) Human resources including managerial, administrative, training, and investigative staff.

(2) Financial resources to pay the staff, purchase or rent vehicles and equipment, pay overhead expenses for office and administrative needs, and pay additional expenses for large or complex investigations.

(3) Office space, office equipment and supplies.

1201-10

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

D.4.35-Part Approach - Part III: Strategic Planning and Policy Making. (See Excerpt from Figure D.4 - Part III on the following page.)

D.4.3.1 Create Mission Statement, Goals and Objectives. The mission statement, goals and objectives of a FI Unit will need to be developed based on an analysis of the information collected as outlined in the previous sections. Some of the factors in framing an FI Unit mission statement and setting goals and objectives will be drawn from the following basic functions of a FI Unit:

(1) *Preventing incendiary fires by determining fire origin and cause,

making arrests, aiding in criminal prosecution, thereby deterring others from committing arson.

(2) Determining fire cause to identify needed laws, changes in building codes, or fire prevention programs, including accidental fires and construction or materials that accelerate fire spread

(3) Identifying fire hazards to support budget requests. [Annex X: This description of functions of an arson investigation unit is from Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes.

Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 2-3.]

*Some examples of the functions a FI Unit may want to embrace are: [Annex X: These duties of an arson investigation unit are from Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 3.]

(1) The investigation of every fire and explosion about which there is knowledge – or suspicion- that the crime of arson has been committed.

(2) The detection and apprehension of those who are involved in set fires, and assistance to the local prosecutor in subsequent litigation.

(3) The investigation of all fire fatalities and serious burn incidents.(4) The investigation of other major fire incidents where undetermined cause

remains a factor.(5) The investigation of known accidental cause fires with a dollar loss that

exceeds a predetermined minimum amount.(6) Reports from the police department concerning arson incidents not

previously investigated.(7) Incidents involving juveniles (especially where there is a probability of

prosecution). D.4.3.2 Set Priorities for Levels of Investigative Services and Programs.*Each FI Unit will need to determine the nature and levels of investigations it will provide, then set its own priorities based on its legal authority, jurisdiction, historical data, available resources mission statement, goals and objectives. There is no real predictability concerning the types of fires to which a unit may have to investigate. In some instances it may be desirable to establish a threshold for employing a fire investigator. An organization may choose to dispatch a fire investigator to every fire, or defer to on-scene fire company officer to make cause determinations. D.4.3.2.1 Levels of Investigative Services.First determine the levels of investigative services that will be offered by the FI Unit. Have regard to the historical research as to the scope of duties and services, some of which are listed in section 0 above. Below is a list of common options to consider in terms of the levels of investigative services.

(1) Level 1: Secure the scene only and call in another agency of the ESO or an outside resource to conduct the investigation.

(2) Level 2: Provide technical assistance with people trained in evidence recognition, preservation, and collection in structure fires or accidental explosions to assist an O&C expert who will ultimately provide expert opinion evidence in court.

(3) Level 3: Conduct full origin and cause (“O&C”) investigation of fires or accidental explosions in buildings and structures, including supplying O&C expert evidence court.

Citizens groups Bring pressure for changes in criminal justice laws or procedures that impede anti-arson efforts, obtain backing for other department efforts

D.4.2.2 Determine Available Outside Resources.Identify other agencies within the ESO and in other jurisdictions and services they offer that FI Unit may be able to either share or use as model.Below is a chart of the types of resources that may be needed from time to time in given investigations and the types of federal, state, or local agencies or other public or private entities that should be considered in framing a list of required and available resources.

Table D.4.2.2 Outside Resources and Their Potential Benefit to a Fire Investigations Unit.

Agency (Name or Type) Type of ServiceState Fire Marshal’s Office Investigative SupportState Fire Training School Fire Investigator Training/

Certification ProgramsSome states and some municipalities Ignitable liquid detection canine /

handler teamsAlcohol, Tobacco & Firearms National Response Teams

Training Programs for fire inves-tigators

Insurance Industry Insurance Information; Training Programs for Investigators; Source of additional resources for large losses (e.g. heavy equip-ment)

Medical Examiner Evaluation of human remains in death investigations

Police/Sheriff Suspect interviews; criminal background checks

Prosecuting attorney Search warrants; legal advice dur-ing investigations; prosecutions

State Crime Labs Fire Debris Analysis, other scien-tific evaluations

National Fire Academy (“NFA”) Training ProgramsInternational Association of Arson Investigators (“IAAI”)

Certification Program: Certified Fire Investigator “IAAI-CFI” (Certification Program Accredited by National Board on Fire Service Professional Qualifications)Training Programs

National Association of Fire Investigators (“NAFI”)

Certification Programs: Certified Fire and Explosion Investigator “CEFI”; Certified Fire Investigation Instructor “CFII”; Certified Vehicle Fire Investigator “CVFI”Training Programs

Technical Working Group on Fires and Explosions, a committee of the National Center for Forensic Science (“TWGFEX”)

Training Programs; Fire Debris Library

D.4.2.3 Establish or Review Mutual Aid Agreements and Memoranda of Understanding.First collect any Memoranda of Understanding and Mutual Aid Agreements currently in place relating to fire investigation unit operations. Consider both formal or written and informal or oral understandings and agreements. New FI Units should collect precedent MOUs and mutual aid agreements to help frame their own. An attorney’s assistance should be sought in creating or revising MOUs or mutual aid agreements.D.4.2.4 Coordinate Polices & Procedures with Other Agencies or Other Jurisdictions.

1201-11

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

*It is recommended that the Unit Manager have direct access to the official with the authority to make major decisions in the department, usually the fire chief. Should be no more than one official separating the Fire Chief and the Unit Manager in the chain of command. [Annex X: This subsection is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 8-9.] Figure D.4.3.4 below shows the fundamental organizational structure of a typical FI Unit. The duties of the person occupying each position shown are listed in subsection D.4.4.3 of this Annex. Note that depending on the size and duties of the FI Unit, one person may hold more than one of the positions shown.

D.5-Part Approach - Part IV: Complete Organizational Planning.

(See Excerpt from Figure D.4 – Part IV on the following page.)

D.4.4.1 Develop or Refine Organizational Structure. The organizational structure should be designed a on a number characteristics that will allow for the unit’s effectiveness. Personnel should be selected based upon their eagerness to improve skills, cross, train, and work in coordinated teams. A policy should be instituted in which the leader for a particular phase of an investigation is the member who is most qualified to solve the specific case. This may or may not be the “official” leader. Key personnel must be uti-lized in a manner that best solves problem. An individual member’s skills must be taken into consideration and responsibilities assigned accordingly.

[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 4 “Intra and Interagency Cooperation,” Comparison of Effective and Ineffective Arson Units.]

D.4.4.2 Plan and Implement Programs. (Budgeting & Financial Considerations) Funding is a vital component of an effective investigation. A standardized process of formulating (or revising) needs to be adapted to your needs. The process should include reviewing the previous year’s budget, performing a cost/benefit analysis, identifying (and pursuing) possible funding sources, and identifying and accessing outside resources.[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 2 “Problem Identification: Getting Started,” Formulating a Proposed Budget.]

(4) Wildland Fires, Level *: Provide technical assistance with people trained in evidence recognition, preservation, and collection in wildland fires to assist an O&C expert who will ultimately provide expert opinion evidence in court.

(5) Wildland fires, Level *: Conduct full O&C investigation of wildland fires and provide expert evidence in court.

(6) Bombings and Explosives Investigations, Level *: Provide technical assistance with people trained in evidence recognition, preservation, and collection in explosives or bombing incidents to assist an O&C expert who will ultimately provide expert opinion evidence in court.

(7) Bombings and Explosives Investigations, Level *Conduct full O&C investigation of explosives or bombing incidents and provide expert evidence in court.

(8) Specialty Services: Ignitable Liquid Detection Canine Team (handler and dog).

(9) Specialty Services D.4.3.2.2 Setting Investigative Priorities.Though each FI Unit’s priorities will differ, below is an example of a high and lower priority list that provides a model for immediate investigative response. High priority investigations may include: [Annex X: The list of investigative priorities in this subsection is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 3.]

(1) Fires involving fatalities, explosions, serious injuries, or burns.(2) Major emergencies.(3) Police department requests.(4) Citizen requests that require immediate action.(5) Significant incendiary or suspicious fires.(6) Major fires where field personnel cannot determine cause.

Lower priorities are typically assigned to the following types of investigations:(1) Arsons involving little damage and referred by police department.(2) Fires set by juveniles where the youth was merely experimenting.(3) Undetermined fire causes with low dollar value loss.(4) Accidental fires with significant dollar loss.(5) Citizen reports that did not require immediate response when originally reported.

Similarly, a list of priorities will need to be set for programs the FI Unit decides to implement or change. D.4.3.3 Create Policy Statements. D.4.3.4 Determine General Organizational Structure.

Figure D.4.3.4 Basic Organizational Structure of a Fire Investigation Unit. [Annex X: This organizational chart is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 8-9.]

1201-12

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

(3) Be able to elicit information readily from witnesses and suspects.(4) Be firm but fair.(5) Experience of the investigator rather than time on the job as a fire fighter

or police officer is important.(6) Should be able to handle negative pressures associated with moving from

“good guy firefighter” to “not so good guy peace officer.”(7) Ability to supervise all aspects of on-scene investigations.(8) Ability to adequately complete necessary reports.(9) Ability to maintain current knowledge of statute and case law concerning

the crime of arson.(10) Ability to assist in arson prosecution, conduct peace officer functions,

make arrests, assist in law enforcement functions.(11) Ability to help train new investigators.

Wildland Investigation Standards: NWCG Wildland Fire Investigation WFI-210 Course This course meets the minimum requirements for certification as a Type III Wildland Fire Investigator as prescribed by National Wildfire Coordinating Group (NWCG) with completion of their task book. The task book for the position of Wildland Fire Investigator (invf) requires position performance on a Wildland fire assignment. D.4.4.3.1.2 Unit Manager Job Qualifications.Must have a demonstrated ability to direct a public/private investigation agen-cy. Should possess a sound education, be a recognized authority in the investi-gative realm, be an innovative manager and experienced in the management of complex investigations. Experienced in staff and organizational skills. Should have completed command level training courses.[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 2 “Problem Identification: Getting Started,” Staffing Responsibilities.] D.4.4.3.1.3 Training Officer Job Qualifications.The ability to provide training to initial responders and investigators on a variety of topics. Experienced in educational methodologies. Knowledge of system for maintaining training records. Ability of process requests for outside training, and schedule in-house specialized training. Knowledge of applicable OSHA, NFPA, Legal, and Engineering Standards. D.4.4.3.1.4 Administrative Personnel Job Qualifications.Manages computerized information system. Is able to assemble statistical data. Assists with administration problems as assigned. Maintains office pro-cedures manual. Answers telephones and handles requests for public records. Accomplished at dictation, typing, researching records, ordering supplies, and performing mail services. [Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 2 “Problem Identification: Getting Started,” Staffing Responsibilities.]D.4.4.3.2 Job Duties. The following duties relate to the positions shown in the Organizational Chart, Figure 0. [Annex X: These lists of job duties is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 11-12.]D.4.4.3.2.1 Duties of Unit Manager.

(1) Staffing, planning and administering the Unit and its affairs.(2) Establishing Unit policy and assigning responsibilities.(3) Identifying areas of need within the department that compound the arson

problem, (e.g. need for changes in fire overhaul policy, additional training for field personnel, required reporting of all incidents) and suggesting solutions to fire department management.

(4) Initiation and implementation of programs, e.g.: Development and liaison with police department agencies; Development of interagency involvement with cross-jurisdictional cases; Identify problems with criminal statutes and implement strategies to have laws reformed or new laws enacted; Appearing before civic groups; Representing the Unit at conferences and meetings to seek support

D.4.4.3 Develop or Revise Job Qualifications, Job Duties, Standard Operating Procedures or Standard Operating Guidelines.List or review the knowledge, skills, abilities, and other characteristics that an individual must have to perform the job duties. Knowledge is factual or procedural information that is necessary for successfully performing a task. A skill is an individual’s level of proficiency at performing a particular task. Ability refers to a more general enduring capability that an individual possesses. Finally, other characteristics might be personality traits such as one’s motivation, persistence, work ethic, or willingness to be a team player. Because licenses or certifications are often given to people who have demonstrated particular levels of knowledge or skills, this would be the place to indicate these requirements.

The list of tasks usually starts with the most important task or the one to which the employee will devote the largest share of his or her time. A task is what the person in the job will actually do. Tasks are observable actions. Describe each task in a short statement. Begin each statement with an action verb describing the activity.

[Taken from Purdue Extension Agricultural Innovation and Commercialization Center, Craig Dobbins and Cole Ehmke, “Developing Effective Job Descriptions for Small Businesses and Farms,” EC-728, p. 3]

Items for SOP/SOG Development and Revision Consideration:

• Name the SOP using descriptive action words.• Write a scope for the SOP. To do this, answer these questions: Which specific operations or tasks within an operation will be covered? Which are not covered? Who is the SOP written for?• Develop an overall task description.• Get everyone on board.• Set up a system to monitor the SOP regularly.

[Taken from “Developing Effective Standard Operating Procedures,” David Grusenmeyer, Sr., Extension Associate PRO-DAIRY, Cornell University, p. 3-5] D.4.4.3.1 Job Qualifications.Items to consider:

• Physical and mental condition.• Education.• Law Enforcement Experience.• Firefighting Experience.• Certifications.• Vision.• Hearing.• Driving and Background Check

D.4.4.3.1.1* Investigator Qualifications. Anyone who is assigned the job of conducting fire origin and cause investigations should meet or exceed the minimum job performance qualifications set forth in NFPA 1033, Professional Qualifications for Fire Investigator. In addition, if the investigator will be assigned to wildland fire investigations, he or she should be qualified to any relevant Wildland Fire Investigation Standards applicable in the country where he or she works. In addition to the knowledge and skills set forth in NFPA 1033, an investigator should have a number of personal qualities, of the type listed below: [Annex X: These job qualifications for a fire investigator are taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 5-6.]

(1) Make logical decisions and perform duties while working alone.(2) Be articulate and have verbal communication skills, especially for

courtroom testimony.

1201-13

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 D.4.4.3.2.6* Developing a Prospective Investigator Pool. Investigators are a valuable resource since it is time-consuming and therefore, expensive to train them. Below is a list of steps a FI Unit manager can take to prepare prospective candidates for the job, facilitating the job of finding replacement investigators: [Annex X: These lists of job duties is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 6-7.]

(1) Make Qualifications for potential fire investigator candidates common knowledge throughout the ESO.

(2) Implement ride-along programs for interested members, to ride along with experienced investigators

(3) Temporary assignment to the unit for potential candidates to determine their desire and suitability for the unit

(4) Involve potential candidates in general investigation training sessions(5) Develop a pool of interested and qualified candidates to fill vacancies

as they occur with a goal to have a pool that exceeds staffing requirements of the unit.

(6) Implement a one-year probationary period for investigators. Probationary candidates are to be provided training, assigned to work with at least three experienced investigators, undergo monthly evaluations, complete basic courses pertaining to his or her duties, required to pass overall evaluation by peers and supervisors. The experienced investigator may be one from another agency or jurisdiction.

D.4.4.3.2.7 Stretching Limited Investigator Staff Resources.One goal of the ESO might be to have investigative personnel available at all times, either on duty or on call. The following are some suggestions to stretch limited resources, while endeavoring to maximize the availability of investigators: [Annex X: These lists of job duties is taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 6-7.]

(1) Have investigators work alone at reasonably safe scenes, with fire fighting personnel remaining on scene to render assistance and security.

(2) Have investigators work with partners at difficult or dangerous scenes.(3) Create pre-arranged procedure for back-up support from other Unit

personnel or the police department where physical safety and security is a possible issue.

(4) If unit is staffed by fire department personnel who are on long shifts with days off in between shifts, place some unit personnel on a forty-hour work week schedule so they are available during regular business hours to perform preliminary or follow-up investigations. Long shifts may be suitable to scene investigations, but the interruption in the investigation when a unit member goes off shift for 48 to 96 hours may compromise the investigation.

D.4.4.3.2.8 Investigator Training and Compentency. Depending on the level and nature of investigations that the FI Unit will provide, investigator training may occupy a significant amount of staff time and financial resources. Assuming that a FI Unit will provide fire O&C investigations and expert testimony for litigation, investigators should obtain a fire investigator certification from an accredited state or provincial training institution that is based on the minimum requirements set forth in NFPA 1033 or from a private organization such as IAAI or NAFI, which meets the NFPA 1033 requirements. If an investigator will conduct wildland investigations, he or she should also be certified to the NWCG wildland investigation standards. Training can be accomplished in-house with sufficiently qualified training officers, or by bringing in outside resources to provide specialized training. It can also be obtained from outside organizations. A list of some of the public and private national or international organizations that provide fire investigator training are listed in Table 0. The budget for each investigator should also permit membership in one or more voluntary associations for fire investigators such as the IAAI or NAFI or the Canadian Association of Fire Investigators (CAFI) and the like, to permit investigators to keep up on current investigative techniques and controversies through reading trade magazines or attending association meetings. Essential training material that should be part of every O&C investigator’s curriculum are:

(1) NFPA 921, Guide for Fire and Explosion Investigations, 2004 edition. [Insert NFPA website location for free viewing.]

(2) NFPA 1033, Standard for Professional Qualifications for Fire Investigator, 2003 edition. [Insert NFPA website location for free viewing.]

(3) Technical Working Group for Bombing Scene Investigation. A Guide for Explosion and Bombing Scene Investigation. (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C., 2000.) [Insert web site for download.]

(4) See U.S. Dept. of Justice, National Institute of Justice, Death Investigation: A Guide for the Scene Investigator,” (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C.,1999) available for download at no cost from www. ncjrs.org/pdffiles/167568.pdf.

(5) NWCG Wildland Fire Investigation WFI-210 CourseThis course meets the minimum requirements for certification as a Type

III Wildland Fire Investigator as prescribed by National Wildfire

for law changes; Developing public awareness programs

(5) Establishing standards for new investigators.(6) Training.(7) Evaluation of unit personnel and unit performance.(8) Handling disciplinary matters.(9) Obtaining access to statistical data to identify problem areas and suggest

changes.(10) Gathering, interpreting and presenting statistical information to identify

where department policies or laws need to be changed, monitoring effect of changes.

D.4.4.3.2.2 Duties of Operations Officer.(1) Coordinate and supervise the activities of investigators.(2) Assigning work within the unit.(3) Reviewing and approving investigation reports and supervising their

distribution within the unit and through the chain of command.(4) Planning, setting priorities for and managing caseload of investigators.(5) Ensuring a constant staffing level is maintained.(6) Coordinating work on major investigations.(7) Responding to major incidents.(8) General supervisory duties.

D.4.4.3.2.3 Duties of Training and Liaison Officer.(1) Identifying, planning and supervision of unit’s training requirements,

and training for other agencies (e.g. fire fighters, fire inspectors, local prosecutors, etc.).

(2) Coordinating and providing liaison with outside civilian and government agencies on matters pertaining to the conduct of special projects and studies assigned to unit management.

(3) Responding to major incidents.(4) General supervisory duties.

D.4.4.3.2.4 Duties of Administrative Section.(1) Performing day-to-day office tasks such as timekeeping, payroll,

record management, budget preparation and coordination, telephone answering, responding to the public.

(2) Gathering pertinent data and providing research and analysis assistance to the unit.

(3) Preparing statistical reports including monthly FBI Part I Crime Reports, Arson Statistical Summary Reports, Quarterly Arson Activities Report, fatality reports, arrest reports, and an annual analysis of fire fatalities.

(4) Summary report of each fire fatality to be forwarded to appropriate persons.

(5) Maintain current record of disposition of valuables discovered at a fire scene.

(6) Information concerning each area’s fire situation.(7) Updating office procedures manual.

D.4.4.3.2.5 Duties of Investigator.Below are some duties typically expected of someone who conducts O&C investigations. If the ESO decides to implement a hierarchical system, distinguishing among various levels of investigator or types of investigations, then separate (though overlapping) duties should be assigned to each level.

(1) Investigate origin and cause of fires.(2) Conduct comprehensive criminal investigation of incendiary fires.(3) Establish liaison with officer in command at a fire scene.(4) Determine and ensure necessary level of fire scene security and

investigative manpower.(5) Once area of origin is determined, establish the need for the assistance

of outside resources to establish cause, such as fire prevention officer, mobile lab unit, photo unit, police, coroner.

(6) Collect physical evidence for lab analysis and court use.(7) Document evidence using photographs, field notes and sketches.(8) Identify and interview person having any direct relationship to the fire

incident.(9) Take statements, at the scene or elsewhere of victims, witnesses,

suspects, occupants, owners, fire fighters.(10) Evaluating data gathered to determine fire cause.(11) Investigate background of victims and suspects.(12) For insurance fraud fires, ascertain insurance liability, financial

condition, business history, prior casualty loss history.(13) Evaluate fire incident pattern and profile suspect’s habits.(14) Obtain information from other jurisdictions possibly relating to the

same firesetter.(15) Juvenile firesetters: determine seriousness of the offense, mental

capacity of the juvenile to understand the act was criminal, determine the most effective course of action.

(16) If arson fire is to cover another crime such as burglary, murder, or assault, notify the proper agency and determine each agency’s course of action.

(17) Obtain any necessary arrest warrant, arrest and process the subject through booking procedure and forward case to prosecutor’s office.

(18) Prepare case file for presentation to the prosecutor.(19) Assist prosecution by coordinating witnesses, serving subpoenas,

testifying in court as expert witness.(20) Prepare detailed incident investigation reports, regardless of the cause

of the fire.

1201-14

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 D.4.5.1 Step 1: Identify Scope of Services & Duties.What is the ESO’s responsibility with regard to fire investigations? As noted earlier, the organization’s first step is to identify the ESO’s enabling legislation or statutory authority, including any local ordinance that defines the scope of its authority and extent of its duties with regards to fire investigations. In many instances, responsibility may be shared between police and fire agencies. The services and duties which the FI Unit has historically provided and which it plans to perform in the future have been identified through the exercises out-lined in subsections 0, 0 and 0 above.) These services and duties will generally break down into the following five categories.

(1) Administrative(2) Training/Certification(3) Data collection and analysis(4) Fire investigations(5) Other

D.4.5.2 Step 2: Determine Total Time Demand. In estimating the time demands of a FI Unit, the organization should consider demographics, historical data, occupancies, and risk assessment within its area of responsibility, all of which was addressed in detail in section 0 above. One should also consider whether a fire investigator has been required on a full time basis. For example, an organization whose demographics include residential areas with industrial, manufacturing, or high rise occupancies may require very different fire investigation plans and time budgets than one with just single family residential occupancies. In order to make a determination of the total time demand on an FI Unit, first calculate the average number of investigations conducted annually over the rel-evant previous time period (at least three and preferably five years.) Make note of any particularly large or complex losses that skew the overall picture. For each of the categories listed above, make a detailed list of the various activities that in each category. If your FI Unit employs the use of time sheets to record time spent on various activities, the timekeeping categories will assist with formulating this list. Quantify the time demand for various activities identified, for example

A total of X investigations conducted annuallyA total of X hours spent annually on conducting scene investigationsA total of X hours spent annually documenting investigationsA total of X hours spent annually by all investigators attending outside trainingA total of X hours spent annually by all investigators providing training on evidence recognition and preservation to first respondersA total of X hours spent annually in public arson awareness eventsA total of X hours spent annually on managerial duties (see the list in subsection 0 for guidance)A total of X hours spent annually on administrative, statistical, or clerical duties (see the list in subsection 0 for guidance)

D.4.5.3 Step 3: Determine Required Staff Hours.Based on the historical time data, convert the demand for services to annual staff hours required. Add any necessary and identifiable commute, report preparation, and related time not already included in the total performance data. Add an additional line to deal with any reasonably anticipated large or complex losses based both on historical data and reasonable future predictions.

(See Table D.4.5.3 on the following page).

There are certain other matters to consider when evaluating staff hours. The organization must review its historical data relative to numbers of fires and make a determination as to whether or not a fire investigator was used or needed to be used at every fire. If fire company officers can make cause determinations in certain fires, but retain the option to call for a fire investigator, this threshold needs to be considered in determining the required staff hours. Adjusting the threshold will reduce the requirement for fire investigation hours. Considering the potential based on time demands for employment of one or more fire investigators as well as availability of other resources, internal and external, will impact significantly on numbers of required fire investigators. A decision whether to have a fire investigator on duty at all times or on-call as needed can be made based on these considerations. D.4.5.4 Step 4: Calculate Staff Availability.Average staff availability is calculated for holiday, annual, and sick leave per staff member. According to the USFA’s Master Planning Manual [insert citation] typical fire prevention staff will work 40hours per week, therefore one approach to computing such an adjustment factor is:

- annual staff ours at 100% availability: (40 hrs/wk x 52 wks/yr) = 2080 hrs/yr/person

- less annual leave and holiday (20 days per yr at 8 hrs per day -160 hrs

- less estimated sick leave (average 5 days per yr at 8 hrs per day) -40 hrs

- Staff hours subtotal: 1880 hrs/yr/person

Coordinating Group (NWCG) with completion of their task book. The task book for the position of Wildland Fire Investigator (invf) requires position performance on a Wildland fire assignment.

(6) NFPA 472 - Standard for Professional Competence of Responders to Hazardous Materials Incidents, 2002 Edition, Chapter 5 – Competencies for the First Responder at the Operational Level.

In addition, training should be provided to cover the following:(1) Courtroom procedures such as case preparation, demeanor, expert

witness testimony, and the use of NFPA 921 in court.(2) The use of the safety and investigative equipment that investigators may

need at an incident scene (such as those listed in subparagraphs 0 and 0 below).

(3) The use of vehicles the investigator may have access to including ESO emergency vehicles.

(4) The ESO’s computer equipment and computer systems.(5) Computer systems including local, state, and federal law enforcement

information and crime reporting systems.(6) Databases such as those used for financial information and other records

in the public domain.(7) The use of specialized investigative equipment such as infrared cameras,

surveillance equipment, mechanical hydrocarbon detectors, and undercover operations equipment.

(8) All of the FI Units SOPs/SOGs, as well as those of the ESO that are applicable to FI Unit members.

First responders or those handling duties of securing the scene should also be trained on basic aspects of investigations. Good reference sources are Technical Working Group on Fire/Arson Scene Investigation. Fire and Arson Scene Evidence: A Guide for Public Safety Personnel. (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C., 2000.), and Technical Working Group for Bombing Scene Investigation. A Guide for Explosion and Bombing Scene Investigation. (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C., 2000.). D.4.4.3.3 Standard Operating Procedures (SOPs) or Standard Operating Guidelines (SOGs).Whether the basic rules of a FI Unit are termed operating “procedures” or “guidelines” may be determined in large part by the recommendations of legal counsel based on perceived liability implications of what these rules are labelled. Regardless of whether they are called SOPs or SOGs, every FI Unit should develop operational rules. Precedents can be gathered from other ESOs, but should be carefully taylored to suit the particular FI Unit.Here is a list of the subjects that should be addressed by SOPs/SOGs:

(1) Duties of FI Unit members.(2) Ethical Obligations of members including conflicts of interest and

policies re: FI Unit investigators working for other public or private organizations while off duty with the ESO.

(3) Case assignment procedures.(4) Procedures for seeking assistance from other agencies/jurisdictions.(5) Qualification requirements for members in each position within the unit.(6) Handling and use of weapons.(7) Detention and Arrest procedures.(8) Search Warrant procedures.(9) First responder procedures for evidence preservation and handling and

working with the FI Unit.(10) Property/evidence preservation, collection, and handling, including

chain of custody procedures and forms, and avoidance of spoliation of evidence.

(11)*Death investigations (SOPs/SOGs should reflect the legal requirements for notification and conducting the investigation, including the necessary cooperation with other agencies or organizations.) [Annex X: See U.S. Dept. of Justice, National Institute of Justice, “Death Investigation: A Guide for the Scene Investigator,” 1999 available at www.ncjrs.org/pdffiles/167568.pdf]

(12) Procedures for ending the scene investigation and turning the scene over to the property owner or other person who has legal authority to the scene, including release forms.

(13) Requirements for documenting the investigation.(14) Information Management System procedures, including maintenance

and destruction of records and information release.(15) Training objectives.(16) Safety rules for vehicles used by the FI Unit, its premises, and incident

scenes.(17) Staff evaluation criteria and procedures.(18) Disciplinary rules.(19) Interview procedures and documentation.

D.4.5* Allocate Personnel and Resources, Applying the USFA’s Staffing Analysis 5-Step Process. [Annex X: Adapted for this Annex from the USFA Master Planning Manual (year?), “Fire Prevention Bureau Staffing Analysis: 5-Step Process.”] One approach for determining the staffing required for a FI Unit is reflected in the following 5-Step Process. The calculations will be based on the data collected and decisions made in the previous portions of section 0 of this Annex.

1201-15

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

(7) Loyalty(8) Personal Appearance(9) Physical fitness(10) Decisiveness(11) Oral expression(12) Rapport with the public(13) Quality of reports and records(14) Ability to determine fire cause(15) Arrest record(16) Quality of arrests

D.4.6.2 Evaluate Programs. There are four elements that you will need to utilize when developing an evaluation process. Each element will require inspection and analysis of certain criteria. These elements are operational, personnel, equipment, and outside services. Operational issues would include unit cohesiveness and effectiveness, case management, and statistical analysis. Personnel criteria would be employee performance reviews and employee production rate. Equipment evaluation should include information on cost effectiveness, repair parts and service, and value to the unit. Similar values can also be applied to the evaluation of outside services such as laboratories and other agencies.

[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 2 “Problem Identification: Getting Started,” Developing the Evaluation Process.]

D.4.6.3 Re-Evaluate and Refine Goals and Objectives. The progress of your efforts must be evaluated by periodically measuring it against its goals and objectives. To do this, establish a baseline of key trends in which to measure progress against the changes in the following areas:

• The jurisdiction’s fires within a specific time frame.• Arson fires.• Arrests for arson or related crimes.• Fire code inspections within a specific time frame• Landlords prosecuted for fire, building, or sanitary code related violations.• “Buildings at Risk” such as boarded or non-boarded vacant build-ings.

[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 1 “Management Skills,” Evaluating Your Arson Program.]

- Times uncertainty/efficiency factor at 75% x.75

- Adjustment factor 1410 hrs/yr/person

D.4.5.5 Step 5: Calculate Total Staffing Required. D.4.5.6 Develop or Revise the Information Management System.Copies of all relevant material listed in the Information Gathering section in this Annex (section 0) should be obtained, dated, referenced, and kept together in a computer databank, as well as print copies in binders or folders so that this material can be reviewed and updated periodically, annually or more often as required. A directory of this information and the locations where each type of the above material can be found in the computer system and in hard copy should be maintained to facilitate periodic review and updates. Procedures must be created for updating this information periodically, as it will be beneficial for creating annual reports and appraisals, and undertaking the process of ongoing planning.

Service/Duty

Total Hrs Annually

Average Time Per Investigation

Total Staff Time Required

Average Commute Time per Investigation

Total Commute Time

Total Time

Total

4.6.5-Part Approach - Part V: Evaluate and Report Results.

D.4.6.1 Establish or Revise Staff Evaluation Criteria. The governmental bodies we work for engage people, material and money to provide various services to the public. The most important resource is the people, because an organization would have a hard time providing ser-vices with just cash and a lot of equipment. The human factor is critical in our ability to provide services to our customers.

The formal performance evaluation portion of human resource manage-ment serves three basic functions in a fire department: 1) To inform sub-ordinates how they’re doing and that their supervisors are aware of that performance. 2) To give supervisors a more objective method to look at performance, and not rely on the more subjective personal preferences. 3) To identify and allow the correction of deficient behaviors.

These appraisals might be based on specific goals a manager wants to reach, or they can be developed using certain behaviors that an employer would like an employee to exhibit. Communicating what is to be evalu-ated, as well as assuring consistency in the process, eliminates some of the subjectivity.

[Taken from “Personnel Evaluations, Are We Being Effective?”, Thomas W. Aurnhammer, Fire Chief Magazine, Volume 40, Number 8 (August 1996), pp. 102-106.]Below is a list of factors that are useful in evaluating for potential candidates for the position of fire investigator and those on probation. Most of these factors are also applicable to the evaluation of other FI Unit members: [Annex X: These lists of job duties are taken from: Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, p. 6.]

(1) Work habits(2) Quality of work(3) Approachability(4) Attitude(5) Dependability(6) Initiative

1201-16

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 Case management involves planning, setting priorities, and managing case loads in the FI Unit. The size and complexity of an incident will determine if the case is handled by a fire company officer, by one O&C investigator, or if involvement of the FI Unit manager and other investigators or agencies is required. In addition, fire department personnel may be required to assist to move debris and fire or police department personnel may be needed to control the scene. D.5.2.1* Setting Priorities and Evaluating Cases for Follow-Up Investigations. A number of factors can be used to set priorities for a number of cases competing for investigator resources, as well as to evaluate the extent to which follow up investigations are merited. The first list identifies factors that will help a unit manager prioritize investigations. [Annex X: This list is taken from Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982, pp. 7-8.]

(1) Was there a potential for life loss in the fire?(2) Is there a possibility of preventing other fires by investigating this one?(3) What are the possibilities for a successful completion by arrest?(4) Has a continuing problem been identified (i.e. mentally disturbed firesetters, labor-management conflict, or the burning of specific types of properties?)(5) Will assignment of this case interfere with the successful completion of others?(6) Was the arson, or attempted arson, committed for fraud?

Likewise, certain factors can be used to help evaluate cases for further action:(1) What are the chances for success of the investigation?(2) Have sufficient information and evidence been gathered to justify continuing the investigation?(3) Are more or fewer investigative personnel required if the investigation is to proceed?(4) What are the level of expertise and the personality of the lead investigator? Is there a need for assistance or to transfer the case to an investigator with greater expertise?(5)* The presence of one or more “solvability factors”, such as: [Annex X: Taken from NFA Open Learning Fire Service Program, “Managing the Fire Investigation Unit”

(a) Identifiable Method of Operation.(b) Recoverable Physical Evidence.(c) Witnesses.(d) Victims.(e) Suspect’s vehicle is identified.(f) Suspect identified or described.

D.5.2.2 ICS Applied to an Arson Strike Force Investigation. The following figure was created to show how ICS can be applied to the operation of an arson strike force’s response to a particular incident. It is a useful model, and can be easily applied to any large or complex investigation, so it is included here.

(See Figure a) ICS Applied to an Arson Strike Force Investigation. [Annex X: From International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force. Federal Emergency Management Agency, Washington D.C., 1989, Figure 5, p. 20.] on the following page.)

D.5.2.3* Personal Safety Equipment. NFPA 921 recommends that safety equipment for investigators include the following: [Annex X: NFPA 921, 2004 ed., subsection 14.4.2.)

(1) Recommended personal safety equipment includes the following:(2) Eye protection(3) Flashlight(4) Gloves(5) Helmet or hard hat(6) Respiratory protection (type depending on exposure)(7) Safety boots or shoes(8) Turnout gear or coveralls

D.5.2.4* Investigative Tools and Equipment. NFPA 921 recommends the following tools and equipment be assembled to conduct an origin and cause investigation. [Annex X: NFPA 921, 1004 ed., subsection 14.4.3.]

(1) Absorption material(2) Axe(3) Broom(4)* Camera and film [Annex X: See NFPA 921, 2004 ed. paragraphs 15.2.3.2 and 15.2.3.3 and for recommendations.](5) Claw hammer(6) Directional compass(7)* Evidence-collecting container [See NFPA 921, 2004 ed., Section 16.5 for recommendations.(8) Evidence labels (sticky)(9) Hand towels(10) Hatchet(11) Hydrocarbon detector(12) Ladder(13) Lighting(14) Magnet(15) Marking pens(16) Paint brushes(17) Paper towels/wiping cloths(18) Pen knife(19) Pliers/wire cutters(20) Pry bar

D.4.6.4 Report to the ESO, and to Other Agencies and Jurisdictions. A visual illustration of your evaluation is ideal when doing briefings. Meetings with unit members and public safety supervisors should be con-ducted to evaluate the scope of the unit activities and problem impact. In meeting with unit management and other who are in a position to realign operations or provide resources, the evaluation criteria and data can be used as a justification to modify the unit’s goals and objectives.

[Taken from the National Fire Academy course Management for Arson Prevention and Control, Chapter 1 “Management Skills,” Evaluating Your Arson Program.]D.5 Organization and Deployment of Investigative Response for a Specific Incident.

(See Excerpt from Figure 0 – Section 4.5 on the following page.)

Excerpt from FigureD.5 – Section 4.5.

While there are numerous approaches to fire investigation and how to expend resources, there are usually certain accepted assignments that must be accomplished. They can be accomplished by one person (though not usually) and in many instances, depending on the size of the scene the investigative team can extend beyond available resources. The following model is offered and generally accepted relative to tasks that must be accomplished. Some of these tasks may be accomplished by organizations other than the organization responsible for the fire investigation. In determining staffing levels for a fire investigation unit, a number of questions need to be considered, such as what support is available, is there shared jurisdiction or resources, and at what threshold will a fire investigator be utilized as opposed to utilizing fire company officers in the determination of origin and cause.

The following model can be used for organizing a fire investigation response for an incident of any size or complexity including fires, explosions, or bombings. This approach is recommended regardless of the purpose of the investigation, whether or not it results in a criminal or regulatory prosecution. D.5.1 Critical 8 Roles. In a quality fire investigation, the unit requires that each of the following eight roles be addressed. In a routine fire one person may perform all of these roles. As the complexity or size of the fire scene increases, more individuals may be required, but each area still needs to be addressed. These roles are in sync with those requirements set forth in the NFPA 1033 Standard for Professional Qualifications for Fire Investigator. D.5.1.1 Case Agent/Manager/Investigation Leader: Develops Concept of Operations, policies, plans and procedures (including SOPs/SOGs), provides quality control of investigation program; develops and oversees information management system; co-ordinates resources needed for investigations; arranges administrative support; identifies mutual support with other agencies or organizations through MOU’s and the like (also see section D.4.4.3.2.5 above); D.5.1.2 Scene processor (process area, search and provide safety) D.5.1.3 Origin & Cause Expertise D.5.1.4 Photographs D.5.1.5 Schematic Artist (creates diagrams) D.5.1.6 Evidence Collection and Preservation D.5.1.7 Interview/Interrogation Capability D.5.1.8 Scientific Evaluation and Forensic Services D.5.2 Case Management.

1201-17

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

Figure a) ICS Applied to an Arson Strike Force Investigation. [Annex X: From International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force. Federal Emergency Management Agency, Washington D.C., 1989, Figure 5, p. 20.]

1201-18

Report on Proposals F2009 — Copyright, NFPA NFPA 1201 (21) Rake

(22) Rope(23) Rulers(24) Saw(25) Screwdrivers (multiple types)(26) Shovel(27) Sieve(28) Soap and hand cleaner(29) Styrofoam cups(30) Tape measure(31) Tape recorder(32) Tongs(33) Tweezers(34) Twine(35) Voltmeter/ohmmeter(36) Water(37) Writing/drawing equipment

Annex X Informational ReferencesX.1 Referenced Publications. The following documents or portions thereof are referenced within the annexes of this guide.X.2 Informational References. The following documents or portions thereof are listed here as informational resources only. They are not directly referenced in this guide. (TD Hewitt: Below are the resources I suggest be referenced, whether or not they are specifically referenced above.)

• Aetna Arson Prevention Series, Chief Thomas “Pat” McGuinnes. Organization, Staffing, and Administration of an Arson Investigation Unit, Aetna Life & Casualty, circa 1982. [TD Hewitt: This booklet discloses no publication date or place and is no longer in print. I have a print copy.]• Commission on Fire Accreditation International. Fire & Emergency Service Self-Assessment Manual, 6th ed. Commission on Fire Accreditation International, Fairfax, VA 2000. [TD Hewitt: I understand from Bonny Downing at CFAI that a 7th editon is scheduled for release in Fall 2005. Do we want to say “current edition” in this referfence?]• International Association of Fire Chiefs, Inc. Establishing an Arson Strike Force. Federal Emergency Management Agency, Washington D.C., 1989.• International Fire Service Training Association. Introduction to Fire Origin and Cause, 3rd. ed. Fire Protection Publications, Stillwater, OK, 2005.• International Fire Service Training Association. Fire Investigator, 1st. ed. Fire Protection Publications, Stillwater, OK, 2000.• NFPA 921, Guide for Fire and Explosion Investigations, 2004 edition.• NFPA 1033, Standard for Professional Qualifications for Fire Investigator, 2003 edition.• National Fire Protection Association, Fire Marshals Association of North America and United States Fire Administration, Fire Inspection Management Guidelines. NFPA, Quincy MA 200_?• Technical Working Group on Fire/Arson Scene Investigation. Fire and Arson Scene Evidence: A Guide for Public Safety Personnel. (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C., 2000.)• Technical Working Group for Bombing Scene Investigation. A Guide for Explosion and Bombing Scene Investigation. (U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, Washington, D.C., 2000.)• United States Fire Administration & Tri-Data Corp. A View of Management in Fire Investigation Units: Issues and Trends for the ‘90s, Vol. I. Federal Emergency Management Agency, Washington D.C., 1990.• United States Fire Administration & Tri-Data Corp. A View of Management in Fire Investigation Units: Issues and Trends for the ‘90s, Vol. II. Federal Emergency Management Agency, Washington D.C., 1992.• United States Fire Administration. Arson Prosecution: Issues and Strategies. • • • • Federal Emergency Management Agency, Washington D.C., 1988.• United States Fire Administration. Arson Resource Directory. Federal Emergency Management Agency, Washington D.C., 1988.• United States Fire Administration. Short Guide to Evaluating Local Public Fire Education Programs. Federal Emergency Management Agency, Washington D.C., 1991.• United States Fire Administration & EEI. Fire / Arson Investigators’ Field Index Directory. Federal Emergency Management Agency, Washington D.C., 1993.• United States Fire Administration & International Association of Arson Investigators. Fire / Arson Investigation Training Resource Catalog. Federal Emergency Management Agency, Washington D.C., 1993.• United States Fire Administration. The National Firesetter / Arson Control and Prevention Program. Federal Emergency Management Agency, Washington D.C., 1994.• United States Fire Administration/National Fire Academy. Management for Arson Prevention and Control. Federal Emergency Management Agency, Washington D.C., March 2005.• United States Fire Administration & International Association of Fire Chiefs, Inc. Rural Arson Control. Federal Emergency Management Agency, Washington D.C., 1989.

Substantiation: This provides a model for creating or evaluating a fire investigation unit based on the standards set forth in NFPA 1201. It was prepared in large part by a Task Group of NFPA 1201 members and members of the International Association of Arson Investigators. Committee Meeting Action: Reject Committee Statement: See Committee Statement on Committee Proposal 1201-2 (Log #CP1). The committee determined that they did not wish to develop language other than that which has been included in 4.1.3 and the annex material on determining personnel levels. The committee did not want to address one area without addressing all areas on personnel equally. The committee believes that some of the material submitted is out of the scope of this committee. The committee suggests to the submitter that they submit the proposed text as a proposal to an appropriate technical committee. Number Eligible to Vote: 17 Ballot Results: Affirmative: 15 Negative: 2 Explanation of Negative: GARDINER, D.: For the same reasons the committee rejected this proposal. In addition, it makes the document cumbersome, and includes minutia at a level not required for most thinking people. HEWITT, T.: Proposal 1201-8 (new Annex D & Annex X) are the result of a NFPA 1201 Task Group assigned its task in 2003. Some background information will help to explain why I am voting negative on the committee’s action to reject the proposal. This proposal should be accepted for the reasons stated below. Late in 2003, a new NFPA project was assigned to the Technical Committee on Emergency Services Risk Management, responsible for “NFPA 1201 Standard Practice for Providing Emergency Services to the Public.” Here is how this project arose. In 2002, the Southern Regional Fire Code Development Committee (SRFCDC) wrote to the NFPA Standards Council requesting that a new document be developed on Organization and Deployment of Code Enforcing Operations, Public Fire and Life Safety Education Operations, and Fire Investigation Operations. The reasons for this request follow. The NFPA has created two documents, NFPA 1710 and NFPA 1720 to address the staffing requirements and workload indicators on the suppression side, but there are no standards to address staffing requirements and workload indicators that are appropriate on the prevention side of public fire service, including code enforcement, public education, and fire investigations. For example, nowhere is there a reliable indication of how many times in how many years fire inspections are to be conducted in various types of occupancies. Nor are there many studies available to provide reliable indicators for staffing and workload in these areas of fire prevention. City and County managers ask fire departments to give them substantiation to back requests made for budgetary requests for staffing and funding of fire operations. For suppression needs, fire departments can turn to 1710 and 1720. There is nothing comparable for fire prevention operations (which include fire investigations). Thus, the SRFCDC requested that the NFPA develop a new document to address code enforcement, public education and fire investigation. The Standards Council responded by indicating that our TC on Emergency Services Organization Risk Management would take on this assignment, likely because there are already global statements addressing these fire prevention issues in NFPA 1201. The NFPA 1201 committee decided to create Annex material to address the SRFCD’s request, rather than creating a new document. Three task groups were appointed to deal with these issues, one on code enforcement, another on public education, and the one that I am chairing, on Organization and Deployment of Fire Investigation Services. Our task group decided that in order to determine staffing levels, one must analyze the policies and operations of the entire fire investigation unit. Much work went into the proposed Annex Material. We believe it is useful to help fire investigation units in their organizational efforts and the material included is essential as a guide to help determine staffing levels. The Annex is not mandatory, but provides a model. We believe it should be included in NFPA 1201 as an annex. There is no other NFPA standard where this Annex material would be more appropriately placed. It is respectfully submitted that if, as the committee says, some of the language is out of the committee’s scope, such language can be modified or deleted in the comment’s period.

1201-19

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

NFPA 1201

Standard for Providing Fire and Emergency Services to the Public

2010 Edition

Chapter 1 Administration

1.1* Scope. This standard contains requirements on the structure and operations of emergency service organizations (ESOs).

1.2* Purpose. This standard is intended for the use and guidance of persons charged with providing emergency services to protect lives, property, critical infrastructure, and the environment from the effects of hazards (e.g., fire, medical emergency, hazardous materials, natural disaster, community infrastructure disruption).

1.3* Application. This standard addresses the structure of emergency service systems and organizations involved with the delivery of emergency services that serve a defined area and are generally under the auspices of a governing authority.

1.4* Equivalency. Nothing in this standard is intended to prevent the use of systems, methods, or devices of equivalent or superior quality, strength, fire resistance, effectiveness, durability, and safety over those prescribed by this standard.

1.4.1 Technical documentation shall be submitted to the authority having jurisdiction to demonstrate equivalency.

1.4.2 The system, method, or device shall be approved for the intended purpose by the authority having jurisdiction.

Chapter 2 Referenced Publications

2.1 General. The documents or portions thereof listed in this chapter are referenced within this standard and shall be considered part of the requirements of this document.

2.2 NFPA Publications. National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471.

NFPA 72®, National Fire Alarm Code®, 2007 edition.

NFPA 101®, Life Safety Code®, 2009 edition.

NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 2010 edition.

NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition.

NFPA 1561, Standard on Emergency Services Incident Management System, 2008 edition.

NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2010 edition.

NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, 2010 edition.

2.3 Other Publications.

2.3.1 Insurance Services Office Publications.

ISO Customer Service Division, 545 Washington Blvd., Jersey City, NJ 07310-1686.

“Public Protection Classification Service,” Fire Suppression Rating Schedule.

2.4 References for Extracts in Mandatory Sections.

The following documents are listed here to provide reference information, including title and edition, for extracts given throughout the nonmandatory sections of this standard as indicated by a reference in brackets [ ] following a section or paragraph. These documents are not a part of the requirements of this document unless also listed in Chapter 2 for other reasons.

NFPA 402, Guide for Aircraft Rescue and Fire Fighting Operations, 2002 edition.

NFPA 472, Standard for Professional Competence of Responders to Hazardous Materials Incidents, 2002 edition.

NFPA 1021, Standard for Fire Officer Professional Qualifications, 2003 edition.

NFPA 1033, Standard for Professional Qualifications for Fire Investigator, 2003 edition.

NFPA 1142, Standard on Water Supplies for Suburban and Rural Fire Fighting, 2001 edition.

NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, 2004 edition.

NFPA 1521, Standard for Fire Department Safety Officer, 2002 edition.

Chapter 3 Definitions3.1 General. The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not defined in this chapter or within another chapter, they shall be defined using their ordinarily accepted meanings within the context in which they are used. Merriam-Webster’s Collegiate Dictionary, 11th edition, shall be the source for the ordinarily accepted meaning.

3.2 NFPA Official Definitions.

3.2.1* Approved. Acceptable to the authority having jurisdiction.

3.2.2* Authority Having Jurisdiction (AHJ). An organization, office, or individual responsible for enforcing the requirements of a code or standard, or for approving equipment, materials, an installation, or a procedure.

3.2.3 Shall. Indicates a mandatory requirement.

3.2.4 Should. Indicates a recommendation or that which is advised but not required.

3.2.5 Standard. A document, the main text of which contains only mandatory provisions using the word “shall” to indicate requirements and which is in a form generally suitable for mandatory reference by another standard or code or for adoption into law. Nonmandatory provisions shall be located in an appendix or annex, footnote, or fine-print note and are not to be considered a part of the requirements of a standard.

3.3 General Definitions.

3.3.1 Aid.

3.3.1.1* Automatic Aid. A plan developed between two or more fire departments for immediate joint response on first alarms. [1142, 2007]

3.3.1.2* Mutual Aid. Reciprocal assistance by emergency services under a prearranged plan. [402, 2008]

3.3.2* Company. A group of members that is (1) under the direct supervision of an officer or leader; (2) trained and equipped to perform assigned tasks; (3) usually organized and identified as engine companies, ladder companies, rescue companies, or squad companies; (4) usually operated with one piece of fire apparatus (pumper, ladder truck, elevating platform, rescue, squad, ambulance); and (5) arriving at the incident scene on fire apparatus or assembled at the scene prior to assignment

3.3.3* Emergency Service Organization (ESO). Any public, private, governmental, or military organization that provides emergency response, fire suppression, and related activities, whether for profit or government owned and operated.

3.3.4* Fire Department. An organization providing rescue, fire suppression, and related activities.

3.3.5 Hazardous Material. A substance (either matter — solid, liquid, or gas — or energy) that when released is capable of creating harm to people, the environment, and property, including weapons of mass destruction (WMD) as defined in 18 U.S. Code, Section 2332a, as well as any other criminal use of hazardous materials, such as illicit labs, environmental crimes, or industrial sabotage. [472, 2008]

3.3.6 Special Operations. Those emergency incidents to which the fire department responds that require specific and advanced training and specialized tools and equipment. [1500, 2007]

3.3.7* Standard Operating Procedure. A written organizational directive that establishes or prescribes specific operational or administrative methods to be followed routinely for the performance of designated operations or actions. [1521, 2008]

1201-20

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

4.4 Master Planning.

4.4.1 A master plan shall be created to coordinate the vision, mission, values, and goals of the ESO.

4.4.2 The emergency service system shall include a master plan for a service-area-wide balanced and cost-effective hazard management strategy that takes into consideration existing conditions and anticipates overall community growth.

4.4.3 The master planning process shall be designed to evaluate the specific types and levels of risk in a service area.

4.4.4 The master plan shall be directed toward improving and maintaining the effectiveness and efficiency of ESOs.

4.4.5 The master plan shall take a proactive approach to the community’s changing needs for service.

4.4.6 The emergency service system shall include a continuing program of research and planning that encompasses examination of any or all aspects of the emergency service system.

4.4.7 Research and planning within each ESO shall include maintaining ongoing relationships with other agencies involved in the service area.

4.4.8 ESO leaders shall be kept informed of development plans, projected service demands, operational changes, alternative approaches, and problems that could develop as change occurs.

4.4.9 The master planning process shall attempt to project the future emergency service needs of a service area for 10 years to 20 years.

4.4.10 Master planning shall be utilized to develop and maintain emergency service resources to manage the levels of risk that will prevail in the service area.

4.4.11* Master planning shall consider alternative approaches in risk management.

4.4.12 Within the master planning process, the ESO shall prepare practical contingency plans for implementation in the event of curtailed ability of the local government.

4.5 Organizational Structure.

4.5.1 The ESO shall have a leader and an organizational structure that facilitates efficient and effective management of its resources to carry out its mandate as required in 4.1.2.

4.5.2 The ESO shall have an organizational structure of the size and complexity required to accomplish its mission.

4.5.3 Policy Statement.

4.5.3.1 The ESO leader shall develop and adopt a formal policy statement that includes the specific types and levels of services to be provided by the organization, the service area, and the delegation of authority to subordinates.

4.5.3.2 Such policy statement shall be reviewed periodically and updated to reflect current conditions.

4.5.3.3 The ESO leader shall determine the organization, number, and distribution of the operating line units of the department.

4.5.3.4 The ESO shall have an organizational plan that illustrates the relationship of the individual operating divisions to the entire organization.

4.6 Intercommunity Organization (Mutual Aid and Automatic Aid).

4.6.1* The ESO shall have written mutual aid and automatic arrangements with other jurisdictions or providers of special operations or particular services.

4.6.2 All personnel shall receive training to ensure compatible operations.

4.6.3 Operational methods shall be as uniform as practical.

4.7 Finance.

4.7.1* Responsibility for the functions of budget control shall fall under the direction of the ESO leader.

4.7.2 The ESO budgetary system shall reflect and support the organization’s goals, objectives, and expected outcomes.

4.7.3 The ESO shall have a system of accounts for financial administration that includes a record of funds received and expended.

3.3.8 System.

3.3.8.1* Emergency Service System. A method of providing services through a planned and organized network of physical and human resources utilizing mandates with a defined mission.

3.3.8.2 Incident Management System (IMS). A system that defines the roles and responsibilities to be assumed by personnel and the operating procedures to be used in the management and direction of emergency operations; the system is also referred to as an incident command system (ICS). [1021, 2003]

Chapter 4 Governance and Administration

4.1 Governing Authority Responsibilities.

4.1.1 The entity responsible for the establishment and operation of the ESO shall adopt a formal statement of purpose that includes the general types of services to be provided, the area to be served, and the delegation of authority.

4.1.2 The level(s) of services to be provided by the ESO shall be determined by the ESO or by the authority having jurisdiction.

4.1.3* The resources and personnel required to provide the level of service(s) outlined within 4.1.2 shall be determined by the ESO or by the authority having jurisdiction.

4.2 Scope of Authority.

4.2.1* The entity responsible for the establishment of the ESO shall create the legal authority for operation of the ESO.

4.2.2 The ESO shall operate within and comply with the existing laws in respect to its areas of jurisdiction and responsibilities.

4.3 Concept of Risk.

4.3.1 The ESO shall carry out a program to develop public awareness and cooperation in management of risk, based on analysis of relevant loss records and potential hazards in the identifiable physical and social sectors of the community.

4.3.2 The means and level of service provided and the degree of risk accepted by the jurisdiction shall be subject to local determination.

4.3.3 Regular Examinations.

4.3.3.1 The ESO shall develop programs under which regular examinations are performed in every part of the service area in which hazardous situations could develop.

4.3.3.2 Examinations shall emphasize those locations identified with a high level of hazard to life, property, or critical systems.

4.3.4 ESOs shall assist in reducing risk to persons and organizations in the service area potentially affected by hazardous conditions or situations.

4.3.5* The ESO shall provide customer service–oriented programs and procedures to accomplish the following:

(1) Prevent fires, injuries, and deaths from emergencies and disasters

(2) Mitigate fires, injuries, deaths, property damage, and environmental damage from emergencies and disasters

(3) Recover from fires, emergencies and disasters

(4) Protect critical infrastructure

(5) Sustain economic viability

(6) Protect cultural resources

4.3.6 Relations with the Local Government.

4.3.6.1 The ESO leader shall communicate closely with the governing authority, chief executive, and governing body.

4.3.6.2 The ESO shall ensure that the members of the governing authority are kept fully informed of the department’s achievements, operations, and challenges.

4.3.6.3 The ESO shall carry out a program to seek input from the public regarding expectations for and satisfaction with the types and levels of services provided.

1201-21

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

4.11.2.3 The ESO leadership shall coordinate training with other activities, maintain training records, and assist the training officer in evaluating the effectiveness of the program.

4.11.2.4 The ESO leader shall meet the requirements of applicable professional qualifications standards.

4.11.2.5 Safety shall be a primary consideration in all training exercises and drills.

4.12* Emergency Management Program. The ESO shall develop, implement, and maintain a program to mitigate, prepare for, respond to, and recover from disasters and emergencies within the service area.

4.13* Management Information Systems (MIS).

4.13.1 The ESO shall develop a management information system for the ESO.

4.13.2* A management information system shall be maintained to support the management of the ESO by providing the leaders with data that indicate the effectiveness of the organization in its programs and procedures.

4.13.3* The MIS shall maintain a history of services delivered and performance outcomes as measured against goals established through the master plan.

4.13.4 The ESO leader shall review legal requirements relating to reporting and retention of records and shall specify the records to be kept and the methods of gathering data.

4.13.4.1 A records retention and destruction policy shall be instituted consistent with applicable legal requirements.

4.13.5 The ESO leader shall regularly receive, analyze, and act on reports that detail organization activity and performance.

4.13.6 The ESO leader shall regularly submit reports that summarize organization activity and performance to the governing authority served by the ESO.

4.14 Communications.

4.14.1 Purpose. The ESO shall ensure the provision of a reliable communications system to facilitate prompt delivery of services throughout the service area.

4.14.2 Emergency Communications.

4.14.2.1 All emergency communications facilities and equipment shall comply with NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems.

4.14.3 Nonemergency Communications.

4.14.3.1 The ESO shall have a functional business communications system separate from the emergency communications system.

4.14.3.2 This system shall be designed and operated in a manner to ensure that emergency communications take priority over nonemergency messages.

4.14.3.3 Where components of the emergency communications system are utilized for nonemergency purposes, such use shall yield to the priority of emergency functions.

4.15 Annual Report.

4.15.1 The ESO leader shall submit a written annual report to the governing authority served by the ESO.

4.15.2 This report shall include an analysis of the organization’s performance compared with the goals established in the master plan, important events, incidents, changes that have occurred during the year, and recommendations for the coming year.

Chapter 5 Engineering

5.1 General.

5.1.1 Purpose.

5.1.1.1 The ESO shall have a defined process for identifying and addressing environmental factors in the community that affect its risk for fires and other emergencies.

4.7.4 The ESO shall follow generally accepted accounting practices (GAAP) or similar financial operating practices required by the governing authority.

4.7.5 Physical Facilities.

4.7.5.1 Financing of physical facilities shall be coordinated with the master plan and with overall financial policies and the capital improvement financing of the governing authority.

4.7.5.2 An ongoing list of capital projects shall be compiled.

4.7.5.2.1 Studies and surveys shall be undertaken to establish the priority of the capital projects.

4.7.6 Records.

4.7.6.1 An ESO’s records on purchases shall be sufficiently detailed to permit the ESO leader to have data available for the actual cost estimates needed for planning and budgeting purposes.

4.7.6.2 Records shall be maintained on requisitions, quotations from bidders, purchase orders, and general correspondence.

4.7.6.3 Applicable record-keeping practices shall be developed, instituted, and maintained in accordance with nationally recognized standards, as well as federal, state or provincial, and local requirements.

4.7.7 Specifications for purchases shall be based on applicable standards.

4.8 Asset Control.

4.8.1 Inventory Control System. An inventory control system that provides a record of the custody and location of major items shall be established and updated annually.

4.8.1.1 The ESO shall maintain a current inventory of all buildings, land, apparatus, vehicles, and equipment owned, leased, utilized, or maintained by the ESO.

4.8.1.2 This inventory shall include the current status of all assets of the department, project the remaining service life, and serve as a tool for future needs and procurement.

4.8.2 Maintenance Procedures.

4.8.2.1 Routine maintenance procedures shall be established for all ESO facilities, including equipment, land, buildings, and grounds.

4.8.2.2 These procedures shall address the building structure, including exterior and interior finish, as well as each major component of the building.

4.8.3 Design of Facilities. Emergency response facilities shall be designed to meet their respective service demands in terms of space for practical utilization by apparatus and personnel.

4.8.3.1 Construction specifications shall include details to be included in new emergency response facilities or installations that provide for efficient, safe, and convenient functioning of the ESO.

4.8.3.2 Specifications shall comply with the requirements of NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, and NFPA 101, Life Safety Code.

4.9 Audit. The ESO shall undergo an annual independent financial audit.

4.10* Risk Management Plan. The ESO shall develop an internal risk management plan.

4.11 Professional Development.

4.11.1 Purpose. The ESO shall have training and education programs and policies to ensure that personnel are trained and that competency is maintained in order to effectively, efficiently, and safely execute all responsibilities.

4.11.2 Management Functions.

4.11.2.1* The ESO leader shall be responsible for the ESO’s professional development program and shall be permitted to designate an individual to manage the program.

4.11.2.2* The ESO leader shall budget for training facilities, expendable supplies, training aids, and training personnel, including in-house and guest instructors, where used.

1201-22

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

8.2 Incident Management. The ESO shall utilize an incident management system for all emergency operations that meets the requirements of NFPA 1561, Standard on Emergency Services Incident Management System.

8.3 Deployment of Resources. The ESO shall develop a deployment of resources implementation plan in accordance with NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, or NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments.

8.4 Safety/Health/Risk Management. The ESO shall develop a safety, health, and risk management implementation plan to comply with all federal, state or provincial, and local applicable laws, codes, regulations, or standards and NFPA 1500, Standard on Fire Department Occupational Safety and Health Program.

8.5 Incident Reporting.

8.5.1* The ESO shall develop and implement a field reporting mechanisms for incident reporting, data collection, and future planning and decision making.

8.5.2 All records and reports shall follow the ESO records management policy that ensures confidentiality where appropriate or required.

8.6* Emergency Medical Service Protocols. The ESO that provides emergency medical service shall maintain a close working relationship with a physician or medical authority to provide an applicable level of medical supervision for the service level to which the ESO is authorized.

Annex A Explanatory Material

Annex A is not a part of the requirements of this NFPA document but is included for informational purposes only. This annex contains explanatory material, numbered to correspond with the applicable text paragraphs.

A.1.1 Emergency service organizations provide a myriad of services to the community. Public fire protection services can include, but are not limited to, fire suppression, fire prevention, public life safety education, emergency management, rescue, emergency medical service, hazardous materials response, response to other emergencies, and law enforcement (e.g., incident investigation, code application enforcement).

A.1.2 The standard includes requirements that are intended to provide effective and efficient protective services that operate on a sound basis to reduce risk to lives and property, to deal with incidents that occur, and to prepare for anticipated incidents. It sets minimum standards for the provision of public fire protection and other emergency services.

A.1.3 In North America, protection of the public from fire and other related hazards is generally regarded as a local government function, often within a regulatory framework. The basic requirements contained in this standard could be adopted by a private organization or by a governmental organization operating under a different structure. The basic principles of organization are similar, whether operated by a city, town, county, special district, voluntary organization, state or federal agency, or private organization, even though administrative practices might vary. This standard is complemented by several documents used to evaluate emergency service organizations. The documents include the ISO Fire Suppression Rating Schedule (FSRS); the Fire and Emergency Services Self-Assessment Manual, by the Commission on Fire Accreditation International; and NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, and NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments.

A.1.4 There is a fundamental concept of fire risk associated with modern society. Public fire service organizations are expected to reduce the risk in their areas of jurisdiction by taking measures to prevent the outbreak of fires, to limit the extent and severity of fires, to provide for the removal or rescue of endangered persons, to control and extinguish fires that occur in the jurisdiction, and to perform other emergency response operations and delivery of emergency medical service.

The cumulative effects of preventive efforts, risk reduction and control, and fire suppression capabilities result in variable levels of risk to the jurisdictions and their residents.

The risk remaining after deduction of the cumulative effect of the public fire service organization’s efforts is the responsibility of individuals, including owners, operators, occupants, and casual visitors to properties. It should be noted that fire risk cannot be completely avoided or eliminated.

5.1.1.2 This process shall encompass consideration of relevant engineering challenges and potential solutions with respect to the following:

(1) Risk assessment

(2) Water supply

(3) Planning

5.1.2 Responsibility. The ESO shall be responsible, within the limits of its legal authority, for identifying and addressing environmental factors in the community that affect its risk for fires and other emergencies.

5.2 Community Planning.

5.2.1* The research and planning function shall encompass the examination of all aspects of the community that relate to current demands and future needs of the community (e.g., planning, zoning, and growth strategies).

5.2.2 The research and planning shall be directed toward improving and maintaining a responsive approach to the community’s changing needs.

5.3 Water Supply.

5.3.1 Purpose. The ESO shall develop and maintain a regular program for evaluating all sources of water supplies and delivery systems for fire fighting within the community and shall facilitate the delivery of adequate water supply consistent with community fire risk and ESO capabilities.

5.3.2* Responsibility. The ESO is responsible for ensuring the availability of sufficient water supplies for fire fighting throughout the community.

5.3.3 Water Supply Operations.

5.3.3.1* The ESO shall have policies and procedures for utilization of available water supplies, both piped and static, taking into account any weaknesses or deficiencies and providing contingency plans for potential service outages.

5.3.3.2 Written agreements shall be consummated with all parties concerned where the auxiliary water sources are privately owned or under the control of a separate public authority.

Chapter 6 Code Administration

6.1 Code Enforcement.

6.1.1* Purpose. The ESO shall determine the status of its code management responsibility and authority and shall be aware of how these interface with other federal, state or provincial, local, and other political subdivisional agencies.

6.1.2* Responsibility. The ESO shall establish policies and procedures for the development, implementation, and enforcement of relevant codes.

6.2 Zoning Regulations. The ESO shall seek to establish good working relationships with the local zoning and planning authorities so that review of development and construction proposals can identify fire protection concerns.

6.3* Building Regulations. The ESO shall seek to establish a good working relationship with the agency or authority responsible for enforcing the building code so that the review of the design, construction, alteration, or demolition of buildings and structures can be monitored to identify fire protection concerns.

6.4* Investigations. The ESO shall ensure the investigation of fires and other emergencies to assist with developing an effective hazard and risk prevention program.

Chapter 7 Public Education

7.1* Purpose. The ESO shall coordinate public education programs that enhance the community’s understanding regarding the role of the ESO, the risks faced by the public, and appropriate prevention and intervention activities.

7.1.1* Responsibility. The ESO shall have a system to accomplish the requirements of Section 7.1 that includes program development, delivery, evaluation, and revision.

Chapter 8 Emergency Operations

8.1 General. The ESO shall provide resources, planning, and training that are consistent with the level of service identified in the scope of authority and responsibilities for emergency operations.

1201-23

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

A.3.3.8.1 Emergency Service System. Figure A.3.3.8.1 is a representation of the components of a public emergency service program and was used as a template for this standard.

Existing Figure A.3.3.8.1

FIGURE A.3.3.8.1 Components of a Public Emergency Service Program.

A.4.1.3 One model for analyzing the personnel needed to achieve the level of service(s) outlined within 4.1.2 is an analysis consisting of a process where the scope of services and duties along with their time requirements are combined to determine the total hours required. This section is not intended to develop personnel levels outlined within Section 7.3. Figure A.4.1.3 outlines the proce-dure.

Process for Analyzing Personnel Needs

Figure A.4.1.3

Step 1. Scope of Services, Duties, and Desired Outputs. Identify the services and duties that are performed within the scope of the organization. Outputs should be specific, measurable, reproducible, and time limited. Among the ele-ments can be the following:

(1) Administration(2) Data collection, analysis(3) Delivery(4) Authority/responsibility(5) Roles/responsibilities (6) Local variables(7) Budgetary considerations(8) Impact of risk assessment

Step 2. Time Demand. Quantify the time necessary to develop, deliver, and evaluate various services and duties identified in Step 1, taking into account the following:

(1) Local nuances(2) Resources that impact personnel needs

Task Time per task Total time required

Step 3. Required Personnel Hours. Based on Step 2 and historical performance data, convert the demand for services to annual personnel hours required for each program. Add any necessary and identifiable time not already included in the total performance data, including the following:

(1) Development/preparation(2) Service(3) Evaluation(4) Commute(5) Prioritization

A strategic planning method can result in the proposal of means other than suppression that contribute to an acceptable level of fire protection. An example of this is the securing of legislation to require automatic sprinkler systems in buildings, thus providing a protection alternative that reduces the level of risk and the demands on the fire service. In addition, requiring smoke detectors, sprinkler systems, or both in residential properties ensures that occupants will be alerted so they can self-rescue and summon the fire department early in the development of a fire, thus minimizing life and property loss due to fire. The primary result of sound strategic planning is the shift of emphasis from fire suppression to fire prevention.

The model shown in Figure A.1.4 provides an example of how a community and its citizens can be an integral part of public fire protection.

Existing Figure A.1.4

FIGURE A.1.4 Systems Management and Leadership Model.

A.3.2.1 Approved. The National Fire Protection Association does not approve, inspect, or certify any installations, procedures, equipment, or materials; nor does it approve or evaluate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the authority having jurisdiction may base acceptance on compliance with NFPA or other appropriate standards. In the absence of such standards, said authority may require evidence of proper installation, procedure, or use. The authority having jurisdiction may also refer to the listings or labeling practices of an organization that is concerned with product evaluations and is thus in a position to determine compliance with appropriate standards for the current production of listed items.

A.3.2.2 Authority Having Jurisdiction (AHJ). The phrase “authority having jurisdiction,” or its acronym AHJ, is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where public safety is primary, the authority having jurisdiction may be a federal, state, local, or other regional department or individual such as a fire chief; fire marshal; chief of a fire prevention bureau, labor department, or health department; building official; electrical inspector; or others having statutory authority. For insurance purposes, an insurance inspection department, rating bureau, or other insurance company representative may be the authority having jurisdiction. In many circumstances, the property owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or departmental official may be the authority having jurisdiction.

A.3.3.1.1 Automatic Aid. This process is accomplished through simultaneous dispatch, documented in writing, and included as part of a communication center’s dispatch protocols.

A.3.3.1.2 Mutual Aid. This is part of the written deployment criteria for response to alarms, as dispatched by the communications center.

A.3.3.2 Company. Company, as used in this standard, is synonymous with company unit, response team, crew, and response group, rather than synonymous with a fire department. Jurisdictions exist where the response capability of the initial arriving company is configured with the response of two apparatus. In some jurisdictions, the fire apparatus does not have seated and belted positions for four personnel and therefore would respond with an additional vehicle(s) [e.g., personnel owned vehicles (POVs)], in concert with the initial arriving engine to carry additional personnel. This response would ensure that a minimum of four personnel are assigned to and deployed as a company.

The intent of this definition and the requirements in the standard are to ensure that these two (or more) pieces of apparatus would always be dispatched and respond together as a single company. Some examples of this include the following:

(1) Engine and tanker/tender that respond outside a municipal water district

(2) Multiple piece company assignment, specified in a fire department’s response SOPs, such as an engine company response with a pumper and a hose wagon

(3) Engine with a vehicle personnel carrier

(4) Engine with an ambulance or rescue unit

(5) Engine and members who respond in their POVs

A.3.3.3 Emergency Service Organization (ESO). See A.1.1.

A.3.3.4 The term fire department includes any public, governmental, private, or military organization engaging in this type of activity.

A.3.3.7 Standard Operating Procedure. It is a requirement of the authority having jurisdiction to develop and utilize a policy or guideline for organizational directives for the operation of the fire department.

Step 1Identify scope of services, duties, and

desired outputs

Step 2Determine total time demand

Step 5Calculate

total personnel required

Step 3Determine required

personnel hours

Step 4Calculate personnel availability

1201-24

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

(1) Indemnity

(2) Liability for injuries

(3) Reimbursement for cost of service

(4) Authorization to respond

(5) Level of personnel

(6) Types of equipment

(7) Resources to be made available

(8) Designation of the incident commander

(9) Workers compensation

ESO units should not respond to incidents without prior authorization.

A.4.7.1 Within a local jurisdiction’s budget control operation, the ESO leader should work closely with the chief administrative officer and the department of finance on budget policy matters affecting the organization.

A.4.10 The plan should utilize NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, as a model.

A.4.11.2.1 Many ESOs designate a training officer to manage the professional development of the ESO. Following are typical responsibilities of a training officer:

(1) A training officer should be designated and be responsible for supervising the work of the organization personnel assigned as instructors or assistants.

(2) The training officer should furnish the subjects for the training program.

(3) The training program should be coordinated with the needs of department personnel and should utilize resources that are available in the community.

(4) The training officer should furnish the performance standards to be covered by the training program and should develop schedules to ensure that the members of the organization meet those standards.

(5) The training officer should provide periodic reports to the organization leadership.

(6) The training officer and instructors should meet the applicable professional qualifications at a level determined by the authority having jurisdiction based on the services being provided.

The effectiveness of department training should be evaluated on an ongoing basis by department personnel, using critiques as an aid in such evaluation. At least annually, training program effectiveness should be reviewed and a report made to the ESO leader.

The officers in charge of fire prevention, maintenance, communications, and other specialized bureaus should be responsible for special training needed by the personnel assigned to their particular function. These officers should coordinate this special training with other programs of the department and with the training officer. Specialized and advanced training courses should be provided for individuals or groups throughout the organizations to the extent that such specialized skills are needed in the carrying out of their duties. Examples include courses for prospective chief officers, chief officers’ aides, and personnel for special duties, administration, fire prevention, fire investigation, fire safety education, communications, and maintenance. Other examples include advanced courses for operators of pumps, aerial devices, and special fire-fighting and rescue equipment and courses on advanced tactical operations.

A.4.11.2.2 The ESO should consider federal, state or provincial, and regional training programs where available and practical.

A.4.12 The emergency management program should be based on NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, which details the specific process for developing an emergency management program and provides sample policy statements along with references. NFPA 1600 was developed in cooperation with representatives from the Federal Emergency Management Agency, the National Emergency Management Agency, and the International Association of Emergency Managers.

A.4.13 Detail, summary, and annual reports should be formatted in accordance with those found in the Fire and Emergency Services Self-Assessment Manual, published by the Commission on Fire Accreditation International.

A.4.13.2 Records should be maintained to satisfy legal requirements for local, provincial or state, and federal agencies as well as to provide the database from which management reports can be generated. Information should be collected so

Task#

TaskTime per

task1

Task commute

time Other2 Total1 Includes preparation/site/research/follow-up/report2 Includes personnel functions/administrative functions/interruption time/priori-tization

Step 4. Personnel Availability and Adjustment Factor. Average personnel avail-ability should be calculated, taking into account the following:

(1) Holiday(2) Jury duty(3) Military leave(4) Annual leave/vacation(5) Training(6) Sick leave(7) Fatigue/delays/other

Example. Average personnel availability is calculated for holiday, annual, and sick leave per personnel member:

Annual hours at 100% availability (__ hours/week x 52 weeks/year) (hours per year per person) ______

Less annual leave and holiday (__ days per year at _ hours per day) _____ Less estimated sick leave (average _ days per year at _ hours per day) ______

Less annual training (__ days per year at _ hours per day) ______

Personnel hours subtotal (hours per year per person) ______

Times uncertainty factor at __% x __ = ______

Total available hours (hours per year per person) ______

Step 5. Calculate Total Personnel Required. Division of the unassigned personnel hours by the adjustment factor will determine the amount of personnel (persons/year) required. Any fractional values can be rounded up or down to the next integer value. Rounding up provides potential reserve capacity; rounding down means potential overtime or assignment of additional services conducted by personnel. (Personnel can include personnel from other agencies within the entity, community, private companies, or volunteer organizations.)

Correct calculations based on the following:(1) Budgetary validation(2) Rounding up/down(3) Determining reserve capacity(4) Non-personnel resources impact on personnel (materials, equip-ment, vehicles)

Total demand hours------------------------------ = Personnel positionsAdjustment factor

A.4.2.1 For a public ESO, enabling legislation can come from federal laws, state statutes, municipal charters, or charters of townships, fire districts, or counties. For a private ESO, authority for operation can come from actions of a board of directors or other corporate body, or it can be established by contract. (See also NFPA 1500, Standard on Fire Department Occupational Safety and Health Program.)

A.4.3.5 The ESO should develop a comprehensive customer service plan that follows its formal statement of purpose as required in 4.1.1 and meets the needs of the customer base it serves.

Policies adopted by the ESO should cultivate an organizational behavior that is customer centered.

A.4.4.11 The ESO should recommend use of automatic detection and alarm systems, automatic fire suppression systems, and other forms of automatic risk/hazard protection.

A.4.6.1 Mutual aid and automatic aid agreements should address issues that include but are not limited to the following:

1201-25

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

The ESO should identify any additional needs, beyond those of adopted codes and regulations, for selected supplemental fire protection measures and should initiate their legislative adoption by state or local ordinances.

The ESO that provides code enforcement needs to administer the program. Following are some suggested guidelines to assist the ESO in code enforcement administration:

(1) The ESO should manage a structured program of code enforcement within the service area to satisfy the requirements of the codes and regulations in force.

(2) The ESO responsible for administration of fire prevention regulations should establish an inspection schedule for all applicable new and existing properties in the service area. Where inspection intervals are set by law, they should be strictly followed, including the necessary follow-up on violations and reinspections.

(3) Inspectors should have authority granted by governing authority to enforce the provisions of the fire prevention regulations.

(4) Personnel enforcing the fire prevention regulations should meet the requirements of applicable professional qualification standards. The professional qualification standards should be utilized as job performance requirements for this position. In addition, other standards, which can include National Institute for Certification in Engineering Technologies (NICET) certification, should be reviewed, if applicable.

(5) The ESO should appoint sufficient personnel to permit the execution of a competent fire prevention and code enforcement program, including follow-up and reinspection of violations. Where needed to ensure a thorough and sufficiently frequent inspection enforcement schedule, the ESO leader should utilize personnel by incorporating fire prevention duties into company activities. Personnel assigned to these duties should meet the requirements of Fire Inspector I of NFPA 1031, Standard for Professional Qualifications for Fire Inspector and Plan Examiner.

(6) The ESO should provide a quality assurance program of scheduled field checks to determine the adequacy of inspections being performed.

(7) The ESO, in coordination with legal counsel, should develop a program for notices of violations for code violations and the required follow-up of all notices of violations.

(8) The ESO should provide prompt and complete personnel advisory services in the technical areas concerning advance planning for buildings and subdivisions, technical subjects, and code interpretation.

(9) The code enforcement personnel also should assist fire suppression forces in developing pre-fire plans.

(10) Accurate records should be kept and maintained of all complaints, permits, past inspections, legal action, investigations, and special conditions.

A.6.3 A procedure should be established to obtain the approval of the fire official on all matters that affect fire safety. Fire protection and safety criteria should be part of the building permit application, plans check, approval, and certificate-of-occupancy process.

A.6.4 The ESO that provides fire investigation needs to administer the program. Following are some suggested guidelines to assist the ESO in fire investigation organization:

(1) All personnel should be trained in basic evidence preservation methods.

(2) Personnel assigned to investigative positions should meet the applicable professional qualifications standards required by NFPA 1033, Standard for Professional Qualifications for Fire Investigator.

(3) Control and release of all information regarding incidents and investigations should comply with the ESO’s policy and applicable legal requirements.

(4) The ESO should develop and maintain an investigation information system as a component of the ESO’s overall management information system as required in Section 4.13.

A.7.1 A positive community relations program should be a continuing effort and a persistent, well-planned, and organized activity to promote community understanding and appreciation of fire department services.

Community relations is an important management function that identifies fire department activities with the various interests of the public. The fire department should justify its programs and resource needs with respect to other municipal departments that demand the attention of the public.

Due to the nature of community relations, the fire chief should personally monitor the program. The overall effectiveness of any community relations program is generally a direct reflection of the administrator’s participation in the

that it satisfies the requirements and provides useful data for decision making. However, it is necessary to do more than simply collect data. It should be analyzed and interpreted in relation to other statistics and factors. Training for use and interpretation of data by department personnel should be included when a reporting system is implemented.

A.4.13.3 Reports on emergencies are essential to providing an accurate record of a department’s activities.

Reports also serve as a basis for determining local, state, and national fire trends and for establishing the needs of a fire department. NFPA 901, Standard Classifications for Incident Reporting and Fire Protection Data, should be used as the basis for classifying data on emergency incidents. The National Fire Incident Reporting System (NFIRS) of the Federal Emergency Management Agency should form the basis of an incident reporting system.

A.5.2.1 NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, establishes minimum criteria to develop, implement, or evaluate an ESO risk management program for effective risk identification, control, and financing. This can be achieved by using standard software programs such as RHAVE (risk, hazard, and value evaluation), developed by the U.S. Fire Administration and the Commission on Fire Accreditation International, or similar products.

A.5.3.2 The ESO should consider the ISO “Public Protection Classification Service” grading schedules and criteria when developing a water supply strategy, and both the relevant criteria and the strategy should be communicated to the local governing body and water authority. Depending on community characteristics and infrastructure, this will require continual liaison with the local water authority and/or private property owners.

A.5.3.3.1 The ESO should develop and maintain inspection and testing procedures to evaluate the adequacy and availability of a public or private water supply for fire protection. The water supply systems should be installed, maintained, inspected, and tested in accordance with applicable standards and could include NFPA 24, Standard for the Installation of Private Fire Service Mains and Their Appurtenances; NFPA 1142, Standard on Water Supplies for Suburban and Rural Fire Fighting; and NFPA 291, Recommended Practice for Fire Flow Testing and Marking of Hydrants. In addition, American Water Works Association (AWWA) standards and Environmental Protection Agency (EPA) standards should be consulted.

It is important that command officers should have water resource information available to them en route to and at incidents. Each fire company should maintain a water resources map and records of its response area. The water resource information should include the following:

(1) The location and size of water distribution mains in public or private water systems

(2) The location and capacities of hydrants on the public or private system

(3) Identification of any sections of the water source where insufficient flows or pressures might require special operations

(4) The accessibility and capacity of auxiliary water supplies

The ESO leader should develop and implement policies and procedures for fire protection systems and water supply that are out of service within the service area. The ESO communication center should require water authorities, building owners, or managers of properties with fire protection systems or water supply systems to notify the ESO when any of the valves, alarm system, fire suppression system, or other fire protection system or device is out of service for maintenance, repairs, extensions, or other reasons. The ESO communications center should advise all stations on any fire protection or water system out of service for the purpose of posting this information for all members.

The ESO should encourage or require the installation and maintenance of private hydrant supply and automatic suppression systems and stay informed as to the nature and condition of these systems.

A.6.1.1 The enforcement of fire and life safety codes should be one of the major focus areas for the ESO.

A.6.1.2 The ESO should adopt and enforce a model fire code. If state or provincial law preempts local authority in the adoption or enforcement of a model fire code, the ESO should establish and implement policies and programs to assist the applicable agency in the enforcement of state or provincial fire codes.

The ESO should actively promote the adoption and enforcement of a model building code. If state or provincial law preempts local authority in the adoption or enforcement of a model building code, the ESO should establish and implement policies and programs to assist the applicable agency in the enforcement of the state or provincial building code.

1201-26

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

delivery of the fire safety message. Fire safety education differs significantly from the community relations objective of promoting community understanding and appreciation of fire department services.

(9) Anniversaries of serious incidents (national and local) serve as opportunities to deliver safety information relative to a specific incident. Additionally, the change to and from daylight saving time (in March and November, respectively) should be utilized in the same manner (e.g., as reminders to check smoke detector batteries).

(10) The ESO should provide for an orderly flow of information to the citizens of the community to help increase their safety. All effective outlets for dissemination of information, including neighborhood, multicultural, social, and youth groups, should be considered.

(11) The ESO should make effective use of all communications media available, such as newspapers, the Internet, magazines, newsletters, in-house publications, radio and television stations, billboards, and vehicle advertising signage. Utilization of mass media is a basic resource for public education. Distribution of educational literature, displays, and exhibits also effectively reaches large numbers of people.

(12) Recent improvements in data collection and analysis allow identification of fire problems in a given neighborhood. Narrowly targeted campaigns are designed to utilize direct-mail, face-to-face, and telephone contact. These specialized campaigns have proved to be more effective for specific problems than mass media campaigns.

(13) The ESO should provide consulting and advisory services in public safety tailored to meet the needs of the various population elements in the service area.

(14) The ESO should make available and encourage the use of speakers, demonstrations, and audiovisual safety materials for presentations to or used by local entities. The department should analyze the problem of communicating with people in homes, stores, institutions, businesses, and other occupancies in a community to determine how best to educate each sector. A community relations program should establish the foundation for citizen cooperation in cases where the fire department wishes to enter private property for home fire safety surveys or inspections by ensuring that the purpose of such surveys or inspections is understood.

(15) A program of private home safety surveys should be part of the ESO’s effort to reduce residential losses in the service area. The majority of fire deaths occur in the home. The home visit approach should be educational and designed to identify and explain existing hazards with suggestions for their elimination. Home fire safety survey programs accomplish direct elimination of fire hazards and have important educational aspects. Information on low-cost, quick-acting residential sprinkler systems and smoke detectors should be provided and strongly emphasized as part of home survey programs. During home visits, recommendations on other fire safety practices should be made. The program sometimes can be staffed by volunteers, senior citizens, and citizens with disabilities. All personnel performing home fire safety surveys should be trained and supervised by a designated, qualified fire department officer.

(16) Because children receive most of their formal education in schools, the elementary and secondary schools should be the focal point of their education and training in fire safety. The fire department should ensure that local school administrators are adequately supplied with fire safety information and materials. Prepackaged programs such as NFPA’s Learn Not to Burn® and the NFPA’s Project Burn Prevention program provide comprehensive, educationally sound curricula for kindergarten through grade 12.

(17) The fire department’s responsibility is to convince and assist administrators and educators at local schools and in school districts to institute such programs, to help raise funds for materials, and to provide the necessary fire department resources for classroom visits and assemblies to reinforce program messages. Information on residential sprinklers and smoke detector programs are especially successful in conjunction with school programs that utilize children to carry information home to share with their parents.

(18) The ESO should encourage and assist industrial, commercial, and retail firms in instructing employees in safety practices. The minimum education for all workers should include instruction in how to use exit facilities and how to turn in a fire alarm. The fire department should encourage instruction by persuading private sector firms and organizations to provide classes, demonstrations, bulletin board displays of posters and informational materials, folder distributions, and publicity in company newsletters and bulletins published for employees. Fire exit drills should be held periodically where practicable.

(19) Special efforts and emphasis should be placed on safety training programs in hospitals, nursing homes, schools, and other occupancies where a high hazard or high risk to life could be involved.

program. Wherever possible, a specialist should be assigned the responsibility for developing and implementing an organized program and identifying objectives, time frames, and evaluation measures.

The fire department management should ensure that its personnel fully understand the department’s organization and functions and the role each is expected to play in the department’s community relations program. Good community relations begin with positive behavior by all department members. A vital part of a good program is the positive public perception of personnel both on duty and off duty, especially during high-visibility activities.

A.7.1.1 Compiling programs and resources from existing proven sources is an acceptable means of program development. Fire officials recognize that public fire safety education is the most effective way to reduce fire incidence. The majority of fires and fire-related deaths and injuries occur in residential occupancies, which are more difficult to inspect because of social resistance and Constitutional protection. Education brings safety attitudes into the home. The ESO that provides public education programs needs to administer the program. Following are some suggested guidelines to assist the ESO in public education administration and program development:

(1) The ESO should offer to work in concert with school systems, community organizations, special interest groups, corporate partners, and government agencies in delivering public safety information to determine the needs regarding fire, medical emergency, natural disaster, and other threats. The public fire safety education officer or specialist also might serve as spokesperson for the department if assigned the community relations responsibilities as well. This individual provides for continuity and responsibility for the fire safety education function.

(2) While a fire department can make effective contributions working alone, it should enlist the cooperation of individuals in the community. A community committee adds enormously to the personnel time and resources available to accomplish fire safety education program objectives. Such a group might have administrative responsibility, policy responsibility, or both.

(3) A community committee can be composed of representatives from the community, the fire department, or both. It usually has personnel responsibility for carrying out the program if there is no department personnel or specialist assigned.

(4) Additional resource materials are available from programs such as the following:

(a) NFPA 1035, Standard for Professional Qualifications for Public Fire and Life Safety Educator

(b) National Night Out Against Crime program

(c) NFPA Risk Watch® program

(d) FEMA Safe City Concept

(e) FEMA (and state) disaster management programs

(f) CATEYES

(g) National Safe Kids Coalition

(h) Fire Prevention Week campaign, promoted by NFPA

(5) The ESO should communicate with the persons of its service area regarding the services available and delivered. The governing bodies should provide the fire department with an organizational structure and the necessary resources for community relations activities.

(6) The fire department should carry out its public relations and educational programs in such a way as to strengthen the position of all departments of the local government with which it is associated. The chief executive official (mayor, city manager, town manager, or supervisor), heads of principal municipal or local government departments, and their employees generally should be kept informed of the fire department’s operations and programs. Municipal department heads should be consulted in all programs that might affect their departments and in cases where support by their departments might be beneficial. The various planning agencies and the water and building departments should receive particular attention.

(7) Fire department public relations programs should be coordinated with those of neighboring communities, especially regarding the timing and scope of effort in education campaigns. These programs should be coordinated with area, county, and statewide fire protection activities and fire prevention programs.

(8) The ESO should evaluate response information to determine trends in emergency response causes, should monitor national trends for developing causes of incidents, and should make the most of special incident anniversaries by developing appropriate educational programs or messages. Good media relations are essential for the success of public education programs and the

1201-27

Report on Proposals F2009 — Copyright, NFPA NFPA 1201

DRAFT

NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, 2004 edition.

B.1.2 Other Publications.

B.1.2.1 CFAI Publications. Commission on Fire Accreditation International, 4500 Southgate Place, Suite 100, Chantilly, VA 20151.

Fire and Emergency Services Self-Assessment Manual, 5th ed.

B.1.2.2 ISO Publications. Insurance Services Office, Customer Service Division, 545 Washington Blvd., Jersey City, NJ 07310-1686.

Fire Suppression Rating Schedule.

B.2 Informational References.

National Fire Incident Reporting Systems Web Site. www.usfa.fema.gov/inside-usfa/nfdc/nfirs/nfirs.shtm.

(20) The ESO should conduct an ongoing public education and information program to ensure that citizens are aware of the correct methods for requesting emergency service, reacting to emergency alert systems, and contacting the ESO for routine matters.

Program Evaluation and Revision.

The following steps should be considered as part of a cyclical process to be completed every 3 to 6 months by the ESO:

(1) Identify important local fire problems in order to make them a focus of the education effort, including gathering information on high-risk locations, victims, behaviors, and hazards.

(2) Identify community resources, available materials, and potential audiences, then select the appropriate objectives that meet the community’s needs and resources.

(3) Create a program design by determining the content and format of the message and packaging the program for delivery to the community or to high-risk population groups.

(4) Produce and distribute materials, train fire service personnel, and involve target audiences in the education process.

The impact of the program should be measured by comparing baseline data gathered prior to the program’s implementation with data compiled at an appropriate point following the implementation of the program. Such data might include fire deaths, injuries, property losses, and number and type of incidents. Preprogram and postprogram data on awareness, knowledge, and behavior in the community should be compared to determine the success of the program and how it can be modified to improve its effectiveness.

Safety education programs should be monitored for effectiveness on an established basis and revised as necessary.

A.8.5.1 The ESO should participate in the national and state fire incident reporting systems.

A.8.6 Standard medical operating guidelines outlining performance criteria should be established and approved by the physician or medical authority and should include treatment modalities.

Annex B Informational References

B.1 Referenced Publications.

The following documents or portions thereof are listed here as informational resources only. They are not a part of the requirements of this document.

B.1.1 NFPA Publications. National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471.

NFPA 24, Standard for the Installation of Private Fire Service Mains and Their Appurtenances, 2002 edition.

NFPA 291, Recommended Practice for Fire Flow Testing and Marking of Hydrants, 2002 edition.

NFPA 901, Standard Classifications for Incident Reporting and Fire Protection Data, 2001 edition.

NFPA 1031, Standard for Professional Qualifications for Fire Inspector and Plan Examiner, 2003 edition.

NFPA 1035, Standard for Professional Qualifications for Public Fire and Life Safety Educator, 2000 edition.

NFPA 1142, Standard on Water Supplies for Suburban and Rural Fire Fighting, 2001 edition.

NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, 2004 edition.

NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2002 edition.

NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, 2004 edition.

NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2004 edition.