Officer.txt

• Level 1: First-line supervisor (supervisor)
• Level 2: Midlevel supervisor (supervisory/managerial)
• Level 3: First-line manager (managerial/administrative)
• Level 4: Department manager or chief of department (administrative)

• Fire suppression
• Search and rescue
• EMS
• Fire prevnetion
• Public fire and life-safety education
• Fire cause determination and arson investigation

• Operations
• Planning
• Training
• Logistics
• Administration
• Finance

Line functions

Staff/support functions

Knowledge and skills can be learned

• Numan resource management
• Community and government relations
• Administration
• Inspection and investigation
• Emergency service delivery
• Health and safety

Act of directing, overseeing, or controlling the activites and behavior of employees who are assigned to a particular supervisor.

Act of controling, monitoring, or directing a project, program, situation, or organization through the use of autority, discipline, or persuasion.

Act of controlling, directing, conducting, guiding, and administering through the use of personal behavioral traits or personality characteristics that motivate employees to the successful compeltion of an organization's goals.

Includes autocratic, democratic, and laissez-faire categories

Includes job centered and employee centered models

Believes that no single best style exists

Includes charismatic, transformational, transactional, and symbolic theories

Bases theory on the average worker disliking work

Bases theory on the average worker believing work is natural

Bases theory on involved workers performing without supervision

Leader gives specific guidance to subordinates

Leader shows concern for subordinates

Leader asks for suggestions from subordinates

Leader establishes high goals and expects high performance from subordinates

Based on use of basic values or principles to lead an organization

Highly capable individual who makes productive contributions through talent, knowledge, skills, and good work habits

Contributing team member who contributes individiual capabilities to the achievement of group objectives and works effectively with others in a group setting

Competent manager who organizes people and resources toward the effective and efficient pursuit of predetermined objectives

Effective leader who catalyzes commitemtn to and vigorous pursuit of a clear and compelling vision, stimulating highter performance standards

Executive who builds enduring greatness through a paradoxical blend of personal humility and professional willpower

Based on theory that divides leaders into three catagories: autocratic, democratic, and laissez-faire.

Determines which leadership (ranging from autocratic to democratic) should be used

• Leadership-continuum theory
• Path-goal theory
• Results-based theory

• Directive
• Supportive
• Participative
• Achievement-oriented

States that effective leadership is the result of personal attributes multiplied by the results

Based on two-dimensional and situational leadership theories it depends on matching the leader's style to the maturity of the members

• Ability (knowledge, skills, and experience)
• Willingness (commitment and motivation)

Telling

Selling

Participating

Delegating

Value-based model of leadership that places service at the core for social change

• Leader
• Followers
• System
• Goal

Commit 80% effort to 20% of the most important tasks

Anonymous open ended questioning of people who are associated with the person being evaluated.

• Courses
• Siminars/Workshops
• Literature readings
• Counselors/Mentors

• Sees opportunities
• Identifies challenges
• Communicates
• Plans for success
• Builds trust

• Challenge the system
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the heart (share glory, keep pain)
• Establish priorities

• Reward
• Coercive
• Identification
• Expert
• Legitimate

The ability to instill in others the valid belief that everything will be okay simply by their presence

• Self-confidence
• Trustworthiness
• Consistency
• Responsibility
• Acceptance
• Expertise

• Know the situation
• Know what resources are available to apply to the situation
• Know the strategy and tactics required to resolve the situation
• Listen to all points of view
• Make the decision
• Take responsibility for the decision
• Implement the decision
• Evaluate the decision

• Speech
• Courtesy
• Friendliness
• Loyalty
• Dependability
• Tactfulness
• Enthusiasm
• Understanding

• Planning
• Organizing
• Controlling
• Researching
• Analyzing
• Directing
• Evaluating

Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor

Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasion

Act of controlling, directing, conducting, guiding, and administering through the use of personal behavioral traits or personality characteristics that motivate employees to the successful completion of an organization's goals

Act of being a team player while working toward a common goal

• Mental preparation for emergency response
• Direct preparation for emergency response
• Application of efficient organizational skills

• Require the employee accomplish a specific task
• Delegate tasks
• Use democratic leadership principles

Groupings of people with the common purpose of completing specific objectives within the organization

Process of overcoming inherent individual differences within the unit and empowering members to make decisions for the benefit of the group

• Forming (honeymoon)
• Storming (bickering)
• Norming (filling rolls)
• Performing (shared movement)
• Adjourning (debriefing)

• Coaching
• Counseling
• Mentoring

Informal process of giving mtivational direction, positive reinforcement, and constructive feedback to employees in order to maintain and improve their performance and ensure successful performances. Should be positive, immediate, direct, and frequent

Formal process that involves activities that assist participants in identifying and resolving personal, behavioral, or career problems that are adversely affecting performance. Should be done in private with a record kept

Process used to prepare capable individuals for advancement within the organization through the direction of a positive role model

• Describe the current performance
• Describe the desired performance
• Gain commitment for change
• Follow up the commitment

• Planning
• Organizing
• Controlling
• Evaluating

Ability to reason and present a strong argument in favor of or against a position

Analysis of the principles of human conduct in order to be able to determine between right a wrong

A process that arrives at a general conclusion based on a foundation of specific examples or data

The process of reaching a specific conclusion based on a general statement or principle

Process based on the relationsip between two or more events in such a way that it is obvious one caused the other to occur

Based on a comparison between two similar cases

• Is it legal?
• Is it fair to all concerned?
• How will it make me feel about myself?

• Basic needs
• Affiliation
• Self-esteem
• Self-Gratification

• 1. Recognize and define the situation
• 2. Obtain all the facts surrounding the situation
• 3. List all possible options necessary to respond to the situation
• 4. Compare each option to established criteria
• 5. Select the best option that meets the criteria
• 6. Double check the decision
• 7. Take action and implement the decision

• 1.Is the decision within the authority of the company officer?
• 2. Is there sufficient information available about the situation or problem to make an informed decision?
• 3. How will the decision affect the unito ro organization?
• 4. Is the problem worth the effort?

• Certainty
• Risk
• Uncertainty

Generic are routine and made based on norms, rules, procedures, etc. Exceptional are not routine.

Leader gathers information and makes the decision based on the best possible alternatives to the situation. Unsually applied to exceptional (or nonprogrammed) decisions.

Leader selects the decision that will satisfy the minimal requirmenets of the situation. Usually applied to generic (programmed) decisions.

• 1. Classify the problem (generic or exceptional)
• 2. Define the problem
• 3. List alternative options
• 4. Determine the best response (should be correct technically, morally, ethically, legally, politically, and financially)
• 5. Convert the decision into an action
• 6. Test the action against the desired outcome

Psychological (internal) or organizational (external)

When members of a group go along with a decision evenwhen they believe it to be a bad one rather than dissent against the group.  Members do not want to appear out of step or are afraid that their opinion is flawed.

• 1. Is it the truth?
• 2. Is it fair to all concerned?
• 3. Will it build goodwill and better relationships?
• 4. Will it be beneficial to all concerned?

• Is the decision based on well-analyzed facts?
• Is the decision based on ethical values held by the organization and the community?
• Will the decision build strong internal and external relationships and generate the appropriate image of the organization?
• Will the decision benefit everyone affected by it?

Body of law that is based on tradition, custom, usage, and decisions of the judicial courts within a particular country, society, or culture.

Deals with actual issues by establishing principles, defining duties and obligations, and creating and defining the limitations of rights within a society

Defines judiciary rules or mechanisms used to enforce substantive laws

Origionally traditional or customary but much of it has become statutory

Pertains to laws enacted by legislative body

Laws created by government agencies used to enforce and implement statutory law

Protects society from wrongful actions (also penal law)

Criminal law deals with the rights and responsibilities of individuals toward society, and civil law deals primarily with private rights and responsibilities

A legal obligation or responsibility

Civil wrong or breach of duty to another person as defined by law

Effective or primary cause of loss or damage or an unbroken chain of events between the occurence and resulting damage

Failure to exercise the same care that a reasonable, prudent, and careful person would under the same or similar circumstances

Commission of an unlawful act committed by a public official

Improper performance of a legal or lawful act

Failure to act when under an obligation to do so

Level of care a responsible person would use inder similar circumstances

Doctrine that the federal, state, or local government is immune to lawsuit unless it gives its consent

Situation that occurs when one person is held responsible for the actions or inactions of another individual

Firefighter knows occupational risks and is trained.  They are thus note entitled to redress for injuries from property owners.  The exception is if there was a crime, like arson or gross negligence (like not mentioning explosives).

No, if they act with negligence, they are liable.

• 1. Legal duty to act
• 2. Breach of duty (failed to perform or properly perform)
• 3. Proximate cause
• 4. Damages suffered

Titles 29 and 30 respectively

Treating someone different based on race, geneder, religion, etc

Unintended disadvante to minorities in testing

• Quid pro quo- Overt, unwanted, or unwelcome sexual behavior or advances toward a worker sby someone who has the power to reward or punish the worker.
• Histile work environment- Speech or conduct is severe or pervasive.

Procedures and criteria recognized as acceptable practices by peer professional, credentialing, or accrediting organizations

American National Standards Institute is a nonprofit that administers and coordinates the voluntary standardization and conformity assessment system

A consensus based standards writing and testing organization

International Code Council- Merger of building and fire-code organizations that provide consistent and accceptable codes

Interpersonal (informal), oral (formal), written

• Sender
• Message
• Medium or channel
• Receiver
• Interference
• Feedback to the sender

• Learning
• Relating
• Influencing
• Playing
• Helping

• Arbitrary
• Ambiguous
• Abstract

• 55
• 38
• 7

• Kinesics (eye contact, posture, poise, etc)
• Paralanguage or vocalics
• Self-presentation

the process to presenting formal oral presentations or speeches to groups

• Sender
• Receiver
• Message
• Medium or channel
• Feedback
• Context
• Interference (or noise)

• Audience-centered
• Good development of ideas
• Good organization of ideas
• Best choice of words
• Good delivery skills
• Good research skills
• Appropriate use of humor
• Critical thinking skills

• Persuasive
• Informative
• Entertainment

• Attention (story, stat, etc)
• Need (describe the problem)
• Satisfaction (present and support solution)
• Visualization (examples)
• Action (appeal for change)

• Adapt the topic to the audience
• Motivate the audience to listen to the speech
• Use redundancy
• Use simple-is-better concept
• Organize the topic in a logical manner
• Use clear transitions to move the listener through the topic
• Use both verbal and nonverbal reinforcement of ideas
• Use an even flow to deliver the information
• Build on the familiar
• Use visual aids

• Make an immediate statement of purpose
• Explain how the information that the report is based upon was gathered
• Present possible solutions to the situation
• Tell the specific benefits for and effects on the audience
• Anticipate any objections or questions that might arise
• Provide a written copy of the report to the audience

• Select the topic
• Determine the purpose
• Generate the main ideas
• Develop the central idea
• Gather supporting evidence
• Organize the speech
• Rehearse the speech
• Deliver the speech
• Evaluate the speech

• Introduction
• Body
• Conclusion

• Chronological
• Topical
• Spatial
• Causal
• Problem/solution

• Primacy (important at begining)
• Recency (important at end)
• Complexity (simple to complex)
• Specificity (general to specific)
• Soft-to-hard evidence (opinions to facts/stats)

• Extemporaneous delivery (relying on notes)
• Memorizing the text
• Impromptu delivery
• Reading the text

• Audience (who)
• Scope (topic)
• Purpose (why)

• Professionalism
• Efficiency
• Liability protection

• Justification
• Recommendation
• Progress
• Progress and justification
• Description (ie. explaining something new)

A brief review of the key points in a report, a technical paper, bid specifications, or an analysis that provides an audience such as senior managers an opportunity to understand the main points of the document without having to read the entire document.  They are usually attached to the front of a report.

Also referred to as legal requirments in a bid specification, it defines the legal obligations and requirements that are necessary to meet specifications.

• Quantity
• Dates
• Design
• Warranty
• Accessories
• Training
• Startup parts
• Acceptance testing
• Technical support
• Nonperformance clause

• Attendance at prebid meetings
• Warranties
• Liability or performance bonds
• Specified delivery times
• Payment schedules
• Financial statements

• Internal employees
• External beneficiaries
• Stakeholders

It is reactive, crisis-oriented, can be biased, requires immediate change.

A guide to decision-making within an organization.

tradition

fairly, consistently, and with discretion.

Determines whether current policies are effective and enforceable

unwritten policies or organizational norms

A detailed plan of action.

• Define the problem (weakness/deficiency)
• Collect information (NFA, other agencies, etc)
• Generate alternative options (at least 2)
• Evaluate alternative options (compare)
• Select one option (use other as contingency)

based upon the authority delegated to the fire officer to implement organizational policies and procedures.

not based on a policy or procedure, it is more in the nature of a request. 

it is based on policies/procedures

except during emergency situations

a planned quantitative allocation of resources for specif activities

• Anticipate future expenditures based on the goals and objectives of the jurisdiction or organization
• Review the effectiveness of past budget performance
• Establish and reinforce governmental policy
• Assign responsibility for the accomplishment of goals and objectives

Model or formal to which a budget process conforms

Description of how costs or revenues are divided between capital and operational purchases

consists of lists of revenue sources and proposed expenditures for the budget cycle

requires all expenditures to be justified at the beginning of each budget cycle

involves a variety of independent units assigned to a limited duration project

uses seperate categories of programs or activities

uses categories of function or activity based on projected performance

links planning and budgeting through program development

Capital budgets and operating budgets

• Property tax
• Sales tax
• Personal income tax
• Special purpose tax levy
• Fees

An account whose assets are managed by a trustee or a board for the benefit of another party or parties.

Donations and gifts used for one-time purchases

are funds from whichh only interest from capital may be expended

are funds from which both income and capital may be expended

are funds that are spent in the current year for some expressed purpose

trust fund

established to finance and account for the acquisition, operation, and maintenance of government facilities and services that are entirely or predominantly self-supporting by user fees such as water and swere service fees.

an entity that exists to furnish services to the population of a service are and charges a fee related to the cost of the service.

are from a specific source and used for only specific things

an account that receives a specified amount of revenue that will be used in the future to pay off a jurisdiction's indebtedness

a promise to repay the principal along with interest on a specified date, that is, when the bond reaches maturity.

are made available for defined purposes but within minimum conditions

organized as private, corporate, community, or operating and usually has a board of directors who will give to specific causes in a specific geographic area

• Planning
• Preparing
• Implementing
• Monitoring
• Evaluating
• Revisiting

• Fixed-cost spending
• Discretionary spending

• Justification
• Internal review
• External review

• Decrease in revenue
• Increase in operating costs
• Underestimation of actual costs
• Increase in service requirements
• Change in labor/management agreement
• Unforseen or catastrophic occurrence

Cardiac arrest

Overexertion or stress that results in heart attacks and strokes

Health and Safety Officer

• Emergency scenes
• En route to and from scenes
• Facilities

• 1. Education about nutrition, fitness, etc
• 2. On scene assessment of physical condition of crew

the HSO

incidents

• Objective
• Impartial
• Fact
• Fault

• Improper attitude
• Lack of knowledge or skill
• Physically unsuited

National Institute for Occupational Safety and Health (NIOSH)

A company

To provide the highest level of service at the lowest cost

An uniterupted series of steps or a chain of autority. (pyramid, paramilitary)

T

• Span of control is maintained
• Information is centralized fro decision-making
• Functional chain of command is maintained

Deliver services to external customers

Provide support to the line personnel or internal customers

Reporting to someone of equal rank not because of rank but because it is the staff person's area of responsibility (pub ed, inspections, etc).  Also applies when a line person is tasked with a staff duty.

the legal ability of an individual to make and emplement decisions for which the individual is held accountable

Decisions are made by one person at the top of the structure (works for a company size, not in a whole department)

Decisions are allowed to be made at a lower level (basically deledgation of authority) with the effects of the decisions reported through the structure

direction, valuse, and goals of the organization

A management principle that states that each subordinate must have only one supervisor

confusion and frustration by both subordinates and supervisors

the pathway of responsibility from the top of the organization to the bottom and vice versa

An end run

Functional supervision

the number of subordinates that one individual can effectively supervise

3-7 with 5 being optimum

dividing large jobs into smaller tasks that are then assigned to specific individuals

Bureau

Similar to mutual aid except payment rather than reciprocal aid is made

• Preparation
• Presentation
• Application
• Evaluation

road map

• Presentations
• Discussions
• Demonstrations
• Practical training evolutions

• Formal
• Structured

guided discussion where the company officer acts as the facilitator

manipulative skills, physical principles, and mechanical functions

practical training evolutions

• Hands-on training required by OSHA
• Ability to apply knowledge and skills learned in the classroom

• Enthusiasm
• Morale
• Confidence
• Team spirit

small numbers of students performing a single task that requires only a few skills

NIMS ICS

• Helps ensure safety and accountability
• Acquaints participants with the operation of the system

• Supervision
• Monitoring
• Teaching
• Managing

• Standing
• Single-use
• Strategic
• Operational/administrative
• Contingency

Policies, procedures, and rules

plans to accomplish a specific objective

Focus on how objectives will be accomplished as opposed to strategic plans which focus on what the objective is

• Identify (problem)
• Select (appropriate response)
• Design (steps to meet goal)
• Implement (perform)
• Evaluate

Preincident and incident scene

conflict management and discipline activities

Hide emotions so others don't know how they feel, goal is to appease others and aviod conflict

Express emotions openly by threatening others, goal is to dominate the situation

express emotions honestly and defend rights, goals are communication and mutual respect

• Avioding conflict
• Accomodating conflict
• Forcing conflict
• Negotiating conflict
• Collaborating conflict

Collaborating conflict focuses on what's best for the community, negotiating conflict focuses on the individuals

• Classify/identify the problem
• Define/diagnose the problem
• List alternative options
• Determine the right response/appropriate conflict management style
• Convert the decision to an action
• Test the action against the desired outcome

Peer-mediation process

To educate

• Preventive action
• Corrective action
• Punitive action

• 1. Made yellow-dog contracts unenforceable
• 2. Allowed striking

Guaranteed unions the right to conduct collective bargaining (but it was voided by SC)

Established NLRB and tried to equalize power multiple ways

Relations by Objectives developed by Phoenix for labor relations

• Group presentations
• Media programs
• Direct assistance

to inform members of the community or service area bout he fire and life-safety hazards they face and what they can do to mitigate those hazards

• Identify (major problems)
• Select (most cost effective objective)
• Design (the program)
• Implement (the plan)
• Evaluate (the program)

Clear, measurable, and attainable

cross filing orcross referencing

Active files and archives

• Budget
• Inventory
• Maintenance (preventative and corrective)
• Activity
• Personnel

30 years following the end of employment

True

the entire process of gathering and evaluating information, deveolping procedures based on that information, and ensuring that the information remains current

• Developing positive relationships
• Conducting the preincident survey
• Managing preincident data
• Developing preincident plans

No

NFPA and ICC (International Code Council)

• Structural
• Electrical
• Plumbing
• Safety Requirements

Materials used and hourly fire-resistance ratings

Fire-resistive construction

• Noncombustible/limited combustible
• *may have untreated wood or tar on roof

• Ordinary construction
• *Non-combustible exterior with wood interiors

Heavy timber

• Wood-frame
• *Mercantile occupancies, single-family and multifamily residences

Furnishings and other building contents

Face to face

• Apparatus
• Geographical area

• Conciseness
• Clarity
• Confidence
• Control
• Capability

IC, PIO, Safety Officer, Liasion Officer

Operations, Planning, Logistics, Finance, Information

Functional or geographic responsibility above division/group but below section

geographic area

specific functional assignment

support functions (ie resources, documentation, etc)

any combination of resources (engines, ladders, etc) assmebled for a specific mission or operational assignment

set number of resources of the same kind

• Incident objectives
• Organization assignment list
• Assignment list
• Radio communications plan
• Medical plan
• Operational planning worksheet

Post where incident is commanded from

Location where support functions take place

Remote locations where auxillary functions are being run (ie providing food)

Where things and people are held in reserve while waiting for operational assignment

dictates that each responder has only one supervisor

• Life safety
• Incident stabilization
• Property conservation

those responsible for disposing of the problem

those directly supporting (lighting, hydraulic pumps, etc) those in the hot zone

area for IC, RIT, PIO, staged personnel/appartus

• Life safety
• Incident stabilization
• Property conservation

• Rescue
• Exposures
• Confinement
• Extinguishment
• Overhaul
• Ventilation
• Salvage

the overall plans for controlling an incident

reasonable air supply is reaching the fire

less air is reaching the fire and the fire is fuel-driven

materials exposed to the main body of fire are beginning to ignite through pyrolysis

combustion near the neubral plane and the high presence of unburned materials at that level

chemical change orccurring in areas adjuscent to the main body of fire and that the fire is developing

burning synthetic or petrochemical materials or a reduction in the air available to the fire

burning of plastics or rubber

burning natural fiber materials

the fire is in early stages

compartment has not ventilated yet and that flashover is approaching

that the fire is reaching backdraft conditions

fire is in early stages and is fuel-controlled

ventilation controlled

backdraft condition is imminent

backdraft

rich fuel and high temps. Caution when opening structure

extremem temperature and location of neutral plane

Flashover

statements of measurable outcomes

tactical objectives, strategic goals

• Conditions
• Actions
• Needs

Determine cause and prepare postincident analysis/after action report

find fault or place blame

reinforce proper response activiteis or correct improper activities

• Scene security
• On-scene interviews
• Report development

• Accidental
• Natural
• Incendiary
• Undetermined

• Ignition
• Growth
• Flashover
• Fully developed
• Decay

least

Tracks evidence from when it is found to when it is returned to owner or destroyed

• Strategy and tactics
• Safety issues

ISO

IC

week