VII Essay

FIR 3303, Introduction to Fire Prevention 1 Cou rse Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to: 6. Explain the standards for professional qualifications for Fire Marshal, Plan Examiner, Fire Inspector, Fire and Life Safety Educator, and Fire Investigator. Reading Assignment Chapter 12: Personnel Chapter 13: Financial Management Unit Lesson Historically most, if not all, municipal fire departments have undertaken the duties of fire prevention utilizing uniformed line -duty personnel. Such personnel were employees of the fire department who are easily recognized from their department uniforms, patches, and badges. Today, however, departments have begun to utilize civilian personnel many of whom have specialized education and certifications (Diamantes, 2016). From the time we are young school aged children, we learn to recognize the uniform of t he firefighter (and police officer), typically during the annual Fire Prevention Week presentations in nearly every public and private school in any given community. In adulthood, we understand the authority and responsibility of fire personnel whether it’ s EMS, fire suppressi on, and non -suppression duties. There is, however, as Diamantes (2016) points out, a drawback to using uniformed firefighters as, “many firefighters are simply not interested in the changes that an assignment to the fire prevention bu reau sometimes causes” (p. 197). Herein lies the conundrum: firefighters want to get into the thick of things, firefighting, live saving, and action! Being a member of the fire prevention team typically means a routine rather mundane day to day job. Fire prevention is not always an “action job,” filled with racing to the scene, pulling and dragging hose lines, carrying babies down ladders, and all the other hoop -la associated with line firefighting. Instead, the fire prevention bureau is more structured wi th paper work, site visitations, enforcement of standards and codes, and very little high -impact excitement. Not all fire personnel are cut -out for a life of routine structured work behavior. Career firefighters, in America, typically work either 42 or 56 hour work weeks . Days of work vary, depending upon the number of working groups, typically three or four, and the number of hours worked as a “shift” which might be 10 and 14 (day/night shifts) or 24 hours. Fire prevention personnel typically work a “conventional” work day, 8 to 10 hours, five or four days a week. Line firefighters have assigned house duties, sweeping and mopping floors, cleaning apparatus, hose cleaning and repacking, radio checks, and a variety of other “household” chores. Fire prev ention personnel have much more paperwork to complete and file as compared to the housework for their office. Fire prevention personnel may not be involved in tours of the firehouse, visitation of senior centers, and other public relation related duties. Line firefighters on the other hand, during those hours, when not on an emergency call, will host tours of the station, and conduct fire education sessions for seniors, and, of course, inspections, inspections, and more inspections. There is one major diff erence between fire prevention and UNIT VIII STUDY GUIDE Fire Prevention Personnel and Financial Management FIR 3303 , Introduction to Fire Prevention 2 UNIT x STUDY GUIDE Title line -firefighting personnel — down -time! Line personnel are subject to many long hours of inactivity whereas fire prevention personnel are generally on the go from start to finish of their work day. The introduction of civ ilian personnel into the fire prevention bureau has its roots in plan review and plan examiner programs. Plan review and examiners are persons having educational and occupational experience specifically in fields such as construction and engineering (Diama nte s, 2016, pp. 198 -199). Civilian employees often come from other backgrounds as well: “teachers as fire safety educators, former law enforcement officers as investigators, and construction inspectors and fire protection contractors as inspectors” (Diama ntes, 2016, p. 199). Of the contributing factors that lead a municipality to hire civilian personnel over moving or reassigning fire personnel, is that of ec onomics –in other words funding. In some communities, it has been found that hiring non -department uniformed personnel reduces increased annual cost of operation. Chiefly annual cost for uniformed personnel is found in contractual wage and benefit agreements. Hiring civilian personnel, who are often non -contractual, proves cost effective in that many civilian personnel possess credentials and certifications saving educational payouts. Having certified fire department personnel has added greatly to the validity of cases during presentation to the court. Many certified investigators and inspectors have no t only academic backgrounds; however, they often have years of practical experience working in the field. These people become “expert witnesses” and their testimony, unless proven completely invalid, is given serious consideration by the courts. An unwaver ing expert witness will not perjure himself or herself a nd not present false testimony. “Money management is an often -overlooked aspect of the fire department and fire prevention bureau operations –unless or until you find yourself in the position of havin g to do it” (Diamantes, 2016, p. 209). In general, the duty or function of financial management falls upon the shoulders of the Chief of Department or his or her designee who is most often a chief officer of rank. However, in many municipalities the fire prevention budget is one element of a larger financial package. For some fire prevention, officers and personnel the word budget is likely to be foreign as overall responsibility of analyzing, writing, accounting, and defending an operating budget is left to chief of department or his/her designee. You may be cast into a position of budgetary responsibility and as such you must understand how the budget process works. At the very least you are likely to be held accountable for all funds appropriated to the fire prevention bureau. You will need to know some budgetary terms: recommended budget, adopted (approved) budget, operating budget, line -item budget, and improvement budgets. As their names imply, each has its life -span during the budgetary process. You may be required to prepare (recommend) the fiscal spending pattern for your office/bureau, then defend that before the financial/legislative bodies of the local government, accept the approved budget, and then li ve within the operating budget. Although a budget looks good on paper, it does not guarantee that you will receive the exact dollar amounts requested in your recommendation budget. You will soon prove yourself strong or weak once you have received your annual (fiscal year) operating budget. If you are great at working, living, and operating within a well -structured budget at home, then you will be good in your position as Fire Prevention Officer. At this point you probably feel a bit overwhelmed with the content of these past eight lessons. Now is a good time to step back, take a deep, cleansing breath, and take a short break. You have had a great deal of information input during this course, however, it all comes back to serve you well as you, perhaps, begin anew as department Fire Prevention/Inspe ction Officer, or, perhaps you might be taking on a positon as Assistant to the FPO. Whatever your situation may be, you have gained considerable insight and knowledge into the realm of 21st Century Fire Prevention. Be safe, always, leave no stone unturned , and continue your educational journey to the next level. Reference Diamantes, D. (2016). Principles of fire prevention (updated 3rd ed.). Burlington, MA: Jones & Bartlett Learning.