Crime Prevention for Firefighters: CPTED for CRR

What is CPTED?

Crime Prevention Through Environmental Design (CPTED) is the concept of crime prevention and neighborhood safety accomplished through natural elements and structural design. CPTED utilizes four strategies that contribute to “the proper design and effective use of the built environment that can lead to a reduction in the fear and incidence of crime and an improvement in the quality of life” within a community. The CPTED strategies are natural surveillance, natural access control,territorial reinforcement, and maintenance.

Natural Surveillance. This utilizes the placement of physical features, activities, and people in a way that maximizes visibility. This is accomplished through landscape design, lighting, and elimination of ambush points. These elements all promote more eyes on the street, and within the buildings where necessary.

Natural Access Control. This means controlling access to a site by its inherent design. This is accomplished through strategic design of streets, sidewalks, building entrances, and landscaping. These design elements can ensure that entrances are visible and clearly defined, well lighted, and take full advantage of natural surveillance.

Territorial Reinforcement. This strategy appeals to peoples’ sense of ownership. This is the use of physical attributes that express ownership such as, fencing, pavement design, walking paths, signage, landscaping, and public art. Territorial reinforcement encompasses the principles of natural surveillance and access control.

Maintenance. This allows for continued use of the space, and is a critical component of CPTED. If the other strategies of CPTED are utilized, but never maintained, then CPTED will fail. Maintenance serves as an expression of territorial reinforcement by showing property ownership, it prevents reduced visibility from overgrown landscape, and obstructed or inoperative lighting.

CPTED and CRR

CPTED is a largely unheard of concept to the fire service. However, it is a concept that the fire service should fully embrace. In recent years the fire department concept of Community Risk Reduction (CRR) has prevailed. This is the concept of reducing risk of all types, not just fire, within a community. CPTED ties directly into the goals and objectives of a CRR program and benefits the community, first responders, and designers. 

Understanding CPTED principles and strategies can be advantageous to the community and the fire service in a multitude of ways. Reduced crime means lower number of emergency responses. More eyes on the street and people out, means faster response when emergencies do occur.  
CPTED as part of a CRR strategy contributes to safety of fire department personnel and first responders. Maintenance of property, natural surveillance, access control, can eliminate ambush points and make areas and structures safer for first responders. 

CPTED should also be applied for the fire protection and emergency management planning and building design. A holistic approach to building design and occupant safety is not complete without taking into account the risks, and perceived risks, of crime or potential threats. Applying CPTED principles can completely change, in the best way, the fire protection design and emergency response plan.

Codes and Standards

CPTED is in the codes and standards. NFPA 730, Guide for Premises Security, has a chapter dedicated to “Crime Prevention Through Environmental Design”.  This chapter outlines requirements for lighting and landscape, and is referenced from other chapters within NFPA 730. Chapters 11-20 of this document cover specific occupancy types such as educational facilities, health care facilities, restaurants, shopping centers, retail, and more. Within each of these chapters is a section on CPTED as it directly relates to the occupancy type. Though NFPA 730 is only a guide, it can be utilized and implemented into a fire department's CRR and plans review process.

NFPA 101, Life Safety Code, will have its first draft meeting on January 18. At this meeting Public Input #188 will be voted on for inclusion in the document. The goal of this public input is to insert a reference to CPTED principles. The proposed language and substantiation is, as follows:

New section, 4.9 Crime Prevention Through Environmental Design. In new construction and when a building undergoes renovation or rehabilitation, the principles of crime prevention through environmental design (CPTED) shall be implemented for the occupancies as described in NFPA 730, Guide for Premises Security, Chapter 8.

Statement of Problem and Substantiation for Public Input:

The intent of NFPA 101 is for Life Safety, as stated in the A1.1.8,”Life safety in buildings includes more than safety from fire...its technical requirements respond to a wider range of concerns...Code requirements...might also assist in responding to many other hazards…” Furthermore, Sections 4.2.1 and 4.2.4 emphasize the objectives of occupant protection, and physical violence mitigation. The principles of CPTED (crime prevention through environmental design) contribute to life safety through a systematic approach to facility lighting, design, landscaping, and human factors planning. These contribute to the safety of the buildings occupants and to first responders. Application of CPTED principles can give the first responder an advance notice of unsafe conditions that may pertain to the facility or people around it. These principles are already a part of NFPA 730, the goal of this public comment is to put a pointer to these requirements for the user of NFPA 101.

Crime Prevention Through Environmental Design is a strategy that can completely change a community. Employing these strategies as a component of the Community Risk Reduction program can reduce crime, reduce call volume, contribute to responder safety, and provide for a holistic design approach for buildings and community spaces.

For CPTED training and information contact Art Hushen at the National Institute of Crime Prevention.

For site assessments, plan reviews, or consulting you can schedule a free consultation with me.

Leadership Resources for ARFF Professionals [Being Chief]

Being Chief: Leadership Principles for the ARFF Professional, is the first book of its kind, dedicated solely to leadership in the aircraft rescue and firefighting field. More than thirty ARFF chiefs and leaders were interviewed for this book. Read more about the book in this post and this post.

One of the questions asked was what is a book or resource that they would recommend for continued leadership development. There were a lot of similar answers. The books below were the most frequently cited by these ARFF leaders. These are their recommendations for continued education and professional development.

Holy Bible - The CSB Heroes Bibles feature the highly reliable, highly readable text of the Christian Standard Bible (CSB), which stays as literal as possible to the Bible’s original meaning without sacrificing clarity. The CSB’s optimal blend of accuracy and readability makes Scripture more moving, more memorable, and more motivating to read it today and share it always.

First In, Last Out, John Salka - What does it take to lead people into a burning building? How do the leaders of the New York City Fire Department develop so much loyalty, trust, and grace under pressure that their subordinates will risk their very lives for them? As a high-ranking officer of the FDNY, John Salka is an expert at both practicing and teaching high-stakes leadership. He explains the department’s unique strategies and how they can be adopted by leaders in any field

It’s Your Ship, Michael Abrashoff- When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. Abrashoff shares his secrets of successful management

Pride and Ownership, Rick Lasky - Chief Rick Lasky gives an upfront and honest criticism about the need to reignite the love of the job on every level, from chiefs and on down. Learn what you can do to drive your members to take pride in their job and assume ownership. 

 

Essentials of Fire Department Customer Service, Alan Brunacini - This text explains the application of common-sense customer service concepts to the fire service. Written in a humorous conversational style, Chief Alan Brunacini of the Phoenix Fire Department provides the reader with an enjoyable reading experience and vital information on how we can better serve our customers.

From Buddy to Boss, Chase Sargent - Whether you're a new officer or in need of a mentor, From Buddy to Boss: Effective Fire Service Leadership, is a must-have management book you'll turn to over and over again. Fire service veteran Chase Sargent has taken his popular course and written a no-holds-barred leadership book for the fire service in a conversational and easy-to-read style. He tells you how to accept and survive politics, deal with the fringe employees, and keep your cool -- tricks of the trade that usually take years to acquire

The Fifth Discipline, Peter Senge - Senge describes how companies can rid themselves of the learning blocks that threaten their productivity and success by adopting the strategies of learning organizations, in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create the results they truly desire.

Extreme Ownership, Jocko Willink - Detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment.

The Dichotomy of Leadership, Jocko Willink and Leif Babin - Jocko and Leif dive even deeper into the uncharted and complex waters of a concept first introduced in Extreme Ownership: finding balance between the opposing forces that pull every leader in different directions. Here, Willink and Babin get granular in the nuances that every successful leader must navigate. Mastering the Dichotomy of Leadership requires understanding when to lead and when to follow; when to aggressively maneuver and when to pause and let things develop; when to detach and let the team run and when to dive into the details and micromanage.

Qualities for ARFF Leadership Success [Being Chief]

Being Chief: Leadership Principles for the ARFF Professional, is the first book of its kind, dedicated solely to leadership in the aircraft rescue and firefighting field. More than thirty ARFF chiefs and leaders were interviewed for this book. Through the process of compiling the information from these discussions, a pattern for success emerged. Similar topics were discussed, and certain traits rose to the top. These came through these four questions:

1. What is your advice for the newly promoted chief officer?
2. What actions, behaviors, or thought patterns lead to leadership failure?
3. What is the top trait or characteristic that you believe every chief officer must possess?
4. What have been the key factors to your success and why?

What is your advice for the newly promoted chief officer?

1. Listen, to those above and below.
2. Learn, from others, from past successes and mistakes, commit to continual education.
3. Be with your people, they are the priority.
4. Remember where you came from, and how you got here.
5. Be consistent, always show up.

What actions, behaviors, or thought patterns lead to leadership failure?

1. Lack of respect for people.

1. Failure to recognize and adjust to different personality types.

2. Poor treatment, demeaning, unfair, unequitable.

3. Not ‘learning’ your people, or knowing who they are.

4. Failure to provide discipline and clear direction.

5. Not trusting your people.

2. Lack of integrity.

1. Not being true to your word.

2. Being inconsistent.

3. Non-committed to department, people, direction, or vision.

4. Self-serving.

3. Poor communication.

1. Not listening.

2. Unable to commit to decisions, lack of clarity in decision making.

3. Unclear vision and prioritizing personal agendas.

What is the top trait or characteristic that you believe every chief officer must possess?

1. Trust

2. Honesty

3. Integrity

4. Humility (approachable, listen, learn)

What have been the key factors to your success and why?

1. Knowing the job.

1. Commit to continual learning.

2. Stay relevant by listening to others.

3. Network with other chiefs, organizations, and departments.

2. Consistency.

1. Persevere.

2. Show up everyday at 100%.

3. Build experience.

3. Faith.

4. Family.

1. Support of...

2. Succeed for…

Being Chief takes a deep dive into each of these areas and topics, and lets you hear from the leaders themselves, in their own words through their own experiences.

Being Chief: Leadership Principles for the ARFF Professional

 

Today, I announce the launch of my new book, Being Chief: Leadership Principles for the ARFF Professional. This is the first, and only, book dedicated to leadership for the aircraft rescue firefighter.

Why did I write this book?

As the leaders and the experienced in our profession age out, we are forever losing their wisdom and shared knowledge. Private industry realizes this and tries to capture that knowledge through, what is referred to as, “knowledge management”.

Knowledge management can be simply defined as, “the process of capturing, distributing, and effectively using knowledge.”  Knowledge management is taking advantage of what is known to maximize an organization’s value, or a department’s value to the community. Of knowledge, there are two types, explicit and implicit. Explicit knowledge is data, facts, and captured documentation. Implicit is the knowledge that exists in the heads of people and is only acquired over time through education and experience. This implicit knowledge becomes codified when it is shared through discussions or documentation.

Being Chief is a best effort to jump start a formal knowledge management process in the ARFF industry. For this book, interviews, surveys, and follow-up conversations were conducted from more than thirty ARFF chiefs and leaders. 

The book is divided into three parts:

Part 1: Leadership Lessons. Common themes, advice, lessons learned from these conversations are compiled and shared in this section.

Part 2: “In their own words…”. This section includes the full interview, survey responses, and personal stories from these leaders.

Part 3: Leading On. This section identifies mentors that have gone before, the value of mentoring, and provides recommended resources for leadership development.

  

What can you learn from reading this book?

There are many books on fire service leadership, and many more on leadership in general, however, this is the only book that focuses on leadership within the unique niche industry of the  aircraft rescue and firefighting environment.  

Being Chief will prepare the ARFF professional for a leadership role by enabling them to:

• Know the most valuable traits an ARFF chief or leader must possess

• Understand the five actions an ARFF leader must apply for maximum leadership impact

• Hear directly from the voice of experience of those who have excelled in the industry

• Prepare for a major aircraft incident response and post-incident effects

Being Chief is a tool for the ambitious and forward-thinking ARFF professional. This is a tool to be used for gaining the knowledge, skills, and abilities needed to achieve their leadership goals. By reading and learning from the years of experience shared here, the gap to achieving a leadership mindset can be decreased.

Order here, https://amzn.to/3cfJaZG

8 Factors for Avoiding a FF Close Call

In the January 2018 issue of Firehouse Magazine, Billy Goldfeder shares “a simple list to help you consider some of the key factors in avoiding a firefighter close call, line-of-duty injury or line-of-duty death".

This article is recommended reading for all members of the fire service, and can be accessed here.

Eight critical factors discussed are:

1. Learn about fire behavior
2. Conducting a size-up
3. When, how, and why to perform ventilation
4. Getting water on the fire
5. Rapid-intervention crews/teams
6. Love your apparatus, tools, and equipment
7. Clear fireground communication
8. Deployment staffing

Firehouse Magazine, January 2018, Close Calls: New Year, New Lessons: 8 Critical Fireground Factors, Billy Goldfeder.

Five Systems for Effective Fire Department Management

Photo courtesy of LAFD Photo | Harry Garvin

The two standards that address the organization of fire departments and provision of firefighting services, NFPA 1710 (career) and NFPA 1720 (volunteer), outline five systems that must be in place for effective fire department management.

Safety and Health System. An occupational safety and health program must be provided. This program must meet the requirements of, and be established in accordance with, NFPA 1500.

NFPA 1500, Standard on Fire Department Occupational Safety, Health, and Wellness Program,  specifies the minimum occupational safety and health program requirements for organizations that provide fire, rescue, and emergency medical services.

Incident Management System (IMS). The incident management system is a crucial component of all fire department operations, as it provides the foundation for all operation types.

NFPA 1561, Standard on Emergency Services Incident Management System and Command Safety, defines the roles and responsibilities of command functions and describes the essential elements of an incident management system.

Training Systems. Having a training system in place ensures that all members are trained for, and competent to, execute the fire department's stated responsibilities.  Training programs should be based on the communities hazards and risks, and the minimum criteria stated in the following code sections:

• NFPA 1710 - Chapter 4, Organization and Chapter 5, Fire Department Services
• NFPA 1720 – Chapter 4, Organization, Operation, and Deployment
• NFPA 405, Standard for the Recurring Proficiency of Airport Fire Fighters (for departments providing ARFF services)

Communications Systems. All emergency services organization must have a reliable communication system. These are essential for the prompt delivery of fire, rescue, and EMS services.

NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, provides guidance and requirements for facilities, equipment, staffing, and operational procedures  for emergency communications centers.

Pre-Incident Planning. A communities structures, hazards, and risks, should be identified and potential emergencies planned for.  A priority for pre-incident planning are those facilities considered to be target hazards.

NFPA 1620, Standard for Pre-Incident Planning, should serve as a guide in developing plans that will assist in managing incidents and protecting lives and property. Elements of pre-incident planning should include,  fire protection systems, building construction type, building contents, and facility functions and operating procedures.

For successful fire department operations and the safety and security of your community these five systems must be in place. With the overwhelming amount of responsibilities, tasks, and requests that need to be addressed,  keeping these five critical systems in mind, will keep your department focused and on the path of forward progress.

Related Posts:

• Four Components of a Service Delivery Evaluation
• Seven Response Objectives for Fire Departments
• How Many Firefighters Do You Need?
• Career, Combination, or Volunteer?
• Staffing for ARFF Departments