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

Master Planning Your Organization

Tim Cool, is the founder of Cool Solutions Group, a company that helps faith-based organizations with planning, development, and life-cycle management of their facilities. I always enjoy reading what Tim puts out.  I find that his books, articles, and blog posts have wide application to other industries.  Sections of his writing have practical applicability to what we do in our fire prevention and life safety organizations.

In his most recent book, Plan 4 It: The 4 Essential Master Plans for Every Church,  Tim details the essential elements for creating a Master Plan.  As I read, I found that the master plan process is something that should be applied to, not just facilities and structures, but to our organization and its development.

A Master Plan can be defined as, a comprehensive study of an area/facility/industry that usually describes the short-, medium-, and long-term development plans necessary to meet future demand.  Tim's three dimensions of Master Planning can be described as:

• a programmatic study of current and long-range initiatives, and what facilities/resources may assist in accomplishing those plans.
• A vision of the future, beginning with today's realities.
• A clear and intentional big-picture view of the organizations future based on the hopes, culture, DNA, and desires of the organization.

When initiating a Master Plan process there are 4 plans that need to be created:

1. Organizational Master Plan
2. Financial Master Plan
3. Facility/Resource Master Plan
4. Sustaining Master Plan

Organizational Master Plan

This plan identifies who we are, why we do what we do, and how we do it.  The first step in the master-planning process is to know your organization, and be clear on what it provides or should be providing. There are 7 critical questions that can provide clarity and focus in this process.

1. What is the vision for our organization?
2. Who is our "target" audience/customer/client/people group?
3. What is our DNA as an organization?
4. How do we define "value" for our organization?
5. What is our "story", and how should it be communicated?
6. If space, resources, or finances were not an issues, what programs or offerings would be start, provide, or expand?
7. If we do not start, provide, or expand the above service, what impact will that have on our community/customer/client?

Apply these to your organization and current situation.  Based on your answers to the above questions, is your organization where it needs to be?  What needs to happen for it to get where it should be?  What needs to happen so that the impact and value added will be improved?

Financial Master Plan

This plan allows you to determine the financial feasibility of your organizations short- and long-term vision and goals.  How will the Master Plan effect the budget?  Is the Master Plan and goals set, financially attainable?  What facilities, personnel, equipment, or resources will be needed to accomplish the Master Plan?  How can we ensure that the finances are available for the plan objectives?  Do we need to adjust the plan (for a more realistic objective), or adjust our current expenses? 

 Facility/Resource Master Plan

This step of the the master-planning process can help to determine if your existing structures, resources, and facilities are compatible with your long-term goals and direction, or if changes will need to be made.  Do we need new items for the Master Plan to work? Or can we utilize or re-purpose what we already have?

Conduct an audit of your current resources.  Do you have the tools, equipment, and facilities currently available to achieve the Master Plan objectives?  Can current and future programs and service offerings be supported?  What resources are needed to provide that support?

Sustaining Master Plan

To sustain is "to provide what is needed for something or someone to exist and continue to exist".  What is your plan for ensuring the longevity of your organization, its resources, and its programs? How will the organization be sustained financially?  Is the funding source or business model viable?  How much will updates for program resources, hardware, or software cost?  How will you sustain the personnel necessary to run the programs? 

This process is essential for the continued health of your organization, its personnel, and the benefits it provides. A comprehensive Master Plan will put your organization on the right track to make the largest impact in the community you serve.  Lack of a Master Plan will produce an organization that is just maintaining, and will eventually lead to failure for lack or preparation of the organization, and will completely diminish the organizations impact in the world.  Make the time to go through this process to evaluate where you are, where you want to be, and how you will get there.

Related 'Tim Cool' Inspired Posts:

• Building the Church
• Why Church Safety Matters?
• 2015 Year-End Reading List