NFPA 1730 Standard on Organization and Deployment of Fire Prevention Inspection and Code...

NFPA 1730Standard on Organization and Deployment of Fire Prevention

Inspection and Code Enforcement, Plan Review,

Investigation, and Public Education

Operations to the Public

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Timeframe

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June 22-25, 2015 Chicago, IL

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Public Comment

link

Draft link

Organization

Chapter 1 AdministrationChapter 2 Referenced PublicationsChapter 3 DefinitionsChapter 4 OrganizationChapter 5 Community Risk AssessmentChapter 6 Fire Inspection and Code Enforcement

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Organization

Chapter 7 Plan ReviewChapter 8 InvestigationChapter 9 Public EducationAnnex A Explanatory Material Annex B Community Risk Assessment GuideAnnex C Sample Staffing Exercise

Scope

• Minimum requirements relating to the organization and deployment of fire prevention inspection and code enforcement, plan review, investigation, and public education operations to the public.

• Address functions and objectives of fire prevention organizations (FPO) service delivery, capability and resources.

• Addresses the strategic and policy issues involving the organization and deployment of a fire prevention programs and does not address methods for carrying out specific fire prevention services, activities and programs.

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Purpose

• Specify the minimum criteria addressing the effectiveness and efficiency of the public FPO of fire prevention inspection and code enforcement, plan review, investigation, and public education operations to the public by fire departments and other organization.

• Nothing herein is intended to restrict any jurisdiction from exceeding these minimum requirements.

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This program will/will not provide

• Inspection Frequency• Hard Numbers

– 1 per ?? population– 1 per ?? square miles– 1 per ?? structures– 1 per ?? square feet– 1 per ?? ??

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Definitions

• Normal NFPA Definitions• Fire Prevention Organization (FPO). The

organization having authority to provide fire prevention, inspection and code enforcement, plan review, investigation and fire and life safety education.

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Chapter 4 - Organization

• The AHJ shall maintain a written statement or policy that establishes the following: – Existence of the FPO – Services that the FPO will provide – Basic organizational structure – Expected number of FPO members – Functions that FPO members are expected to

perform.

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Fire Prevention Organization

• The FPO organizational statement shall provide service delivery objectives, including specific objectives for each major service component.

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Organizational Structure

• The FPO shall have a leader and an organizational structure that facilitates efficient and effective management of its resources to carry out its mandate.

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

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Management Information System (MIS)

• The FPO shall develop a MIS for the FPO. • A MIS shall be maintained to support the

management of the FPO by providing the leaders with data that indicate the effectiveness of the organization in its programs and procedures.

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Management Information System (MIS)

• Incident records shall be reviewed each year. • The MIS shall maintain a history of services

delivered and performance outcomes as measured against goals established through the organizational statement.

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Finance

• Responsibility for the functions of budget control shall fall under the direction of the FPO leader. • reflect and support the organization’s goals,

objectives, and expected outcomes. • record of funds received and expended.• records of purchases • data available for the actual cost estimates

needed for planning and budgeting purposes.

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Records

• 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.

• The FPO shall publish an annual report.

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Community Risk Assessment

• The FPO shall conduct a community risk assessment (CRA) (see Chapter 5).

• The CRA shall be reviewed at a minimum of once every 5 years or more frequently when changes take place that affect the original assessment.

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• The CRA shall be distributed to agencies, departments, and employees having responsibilities designated in the plan.

• A record shall be kept of all holders of the CRA.

• A system shall be implemented for issuing all changes or revisions of the CRA to all holders.

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Community Risk Reduction Plan

• Developed based on the CRA• Identifies programs and resources

priorities

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Personnel

• The resources and personnel required to provide the level of service(s) outlined within 4.1.1 shall be determined by the FPO or by the authority having jurisdiction.

• The FPO shall examine opportunities to utilize all personnel for activities within the standard.

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Process to Determining Staffing Levels

Step 1. Scope of Services, Duties, and Desired Outputs.

Step 2. Time Demand. Step 3. Required Personnel Hours. Step 4. Personnel Availability and Adjustment

Factor. Step 5. Calculate Total Personnel Required.

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Training

• The FPO 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.

• The FPO leadership shall coordinate training, maintain training records, and assist in evaluating the effectiveness of the program.

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Policies

• The AHJ shall develop, establish and implement policies and procedures to ensure compliance with this standard.

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Chapter 5Community Risk Assessment

• Scope. This chapter shall establish a process to identify and analyze community risks that impact the services outlined by the FPO in section 4.1.1.

• Purpose. The purpose is to assist in the development and implementation of a Community Risk Reduction (CRR) Plan and programs to reduce, mitigate or eliminate the community’s risks.

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• The FPO shall conduct a Community Risk Assessment (CRA) to identify the needs and the circumstances of the community and to establish the level of fire prevention activities. – See Appendix B for guidance on conducting a

Community Risk Assessment.

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• The Community Risk Assessment shall be conducted every five (5) years or more frequently based on community need.

• An annual review of the FPO’s loss and injury statistics shall be conducted to identify emerging trends which may impact the current CRR Plan and risk reduction programs.

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• The Community Risk Assessment shall include the following profiles to describe the community: – Demographic – Geographic – Building stock – Fire – Responses – Hazards – Economic

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• Demographic Profile describes the composition of the community’s population using various categories such as age, gender, cultural backgrounds, language barriers, educational attainment, socioeconomic makeup, transient populations and other considerations specific to a local community.

• Geographic Profile describes the physical features of the community. Consider the nature and placement of features such as waterways, highways, canyons, railroads, wild-land interface, landforms, and bridges.

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• Building Stock Profile describes the various occupancy classification types and numbers of buildings including mixed occupancies in the community. It is important to identify high-risk occupancies.

• Fire Profile describes the community’s past fire experience and trends and how the community’s experience compares to statewide and national trends. Data on fire deaths, injuries, cause and dollar loss are important components of a fire profile. State and national statistics may assist in providing data.

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• Response Profile describes the types of emergencies to which the organization responds.

• Hazard Profile describes the natural, human-caused, and technological hazards.

• Economic Profile describes the economic sectors affecting the community that are critical to its financial sustainability.

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• The FPO shall analyze the profile data and identify risks facing the community.

• The FPO shall identify and seek out stakeholders and employ an inclusive process to solicit input on the risks facing the community.

• The FPO shall revise the identified risks as necessary in accordance with the input process.

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• The FPO shall categorize the risks based on their probability and impact. *A risk assessment matrix classifies a community’s

risks based on probability and impact. This is a tool that can be used to create a visual representation of the risks in the community.

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• The FPO shall conduct a needs analysis on the risks and identify strategies to include in a Community Risk Reduction (CRR) Plan.

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• The FPO shall: • Develop a CRR Plan that identifies program and

resource priorities that will reduce a community’s risks consistent with section 4.1.1.

• Obtain administrative approval of the CRR Plan. • Develop the risk reduction programs. • Allocate resources for risk reduction programs.

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• The FPO shall assess the performance of the risk reduction programs on an ongoing basis to evaluate efficiency and effectiveness and modify programs accordingly.

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Community Risk Reduction Plan Development

Community Risk Reduction Plan Implementation and Evaluation

Chapter Organization

• Scope• Purpose• CRA • Qualifications• Required Personnel

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Chapter 6Fire Prevention Inspection and

Code Enforcement• This chapter shall establish the organization

and deployment of fire prevention resources for fire prevention inspection and code enforcement activities in existing occupancies.

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Fire Prevention Inspection andCode Enforcement Activities

• Fire prevention inspection and code enforcement services, including department personnel, equipment, and all support and resources, shall be structured to meet the organizational objectives required by Chapter 4.

• New construction or renovation inspections are contained in Chapter 7.

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Fire Prevention Inspection and Code Enforcement Activities

• The purpose of this chapter is to specify the minimum frequencies for fire prevention and code enforcement inspections and the minimum staff necessary to perform these inspections in existing occupancies.

• Fire prevention inspection and code enforcement shall be conducted to ensure compliance with locally adopted codes and standards.

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Fire Prevention Inspection and Code Enforcement Activities

Minimum Inspection Frequency Occupancy Risk Classification Frequency

High Annual Moderate Biennial Low * Triennial Critical infrastructure Per AHJ

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Definitions from Chapter 3

• Critical Infrastructure - The assets, systems, and networks, whether physical or virtual, that are so vital to the community that their damage or destruction would have a debilitating effect.

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Occupancy Definition Chapter 3• Low-Risk Occupancy – An occupancy that has

a history of low frequency of fires and minimal potential for life and economic loss. (storage, mercantile, business)

• Moderate-Risk Occupancy – An occupancy that has a history of moderate frequency of fires or a moderate potential for life or economic loss. (ambulatory health care, industrial)

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Occupancy Definition Chapter 3

• High-Risk Occupancy – An occupancy that has a history of – high frequency of fires; or – high potential for life loss; or – high potential for economic loss; or – an occupancy that has a low or moderate history of fires

or life loss but the occupants have a high dependency on the built-in fire protection features or staff to assist in evacuation in time of fire or emergency (apartment buildings, hotels, dormitories, lodging and rooming, assembly, child care, detention, educational, health care)

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Chapter 7 - Plan Review

• This chapter shall establish the organization and deployment for plan reviews and field acceptance inspections

• This chapter identifies the tasks necessary to complete initial plan reviews through to the certificate of occupancy.

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Plan Review

• The purpose of this chapter is to establish the organization and deployment for the FPO as it relates to plan review for emergency vehicle access, water supply, new construction, change of occupancy use, renovations, change or addition of fire and life safety systems, and associated acceptance field inspections.

• Code enforcement inspection in existing occupancies are contained in Chapter 6.

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Plan Review

• Plan review times can be determined based on project square footage based on occupancy and complexity.

• Field inspection times can be determined by doubling the plan review times.

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Plan Review Time Services Table

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Modifiersnumber of sprinkler headsnumber of fire alarm devicesspecial extinguishing systems

Minimum plan review elements

• Initial Fire Protection Environmental Impact (Feasibility Study)

• Water Supply & Fire Flow • Emergency Vehicle Access• Construction Building Plans related to Fire Protection

Features• Certificate of Occupancy Inspections• Hazardous Materials and Processes• Fire Protection System Plans• Fire & Life Safety Systems Field Acceptance Inspections• Certificate of Occupancy Issued

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Chapter 8 - Investigations

• This chapter shall establish the organization and deployment for investigation activities.

• The investigation of the origin, cause, and circumstances of any fire, explosion, hazardous materials incident or other hazardous condition shall be structured to meet the organizational objectives required by Chapter 4.

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Investigations

• Risk Assessment. Data collected as a result of investigations conducted in accordance 8.6.1 and recorded in accordance with 8.7.1 shall be used as the basis for the CRA.

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Investigations

• Fire Officer Responsibility• SOP’s• Authority • Evidence• Procedures• Reporting• JFS

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Chapter 9 – Public Education Programs

• This chapter shall establish the organization and deployment of the FPO for public education activities.

• The FPO shall coordinate public education programs that reduce the community’s risks, demonstrate the value of public education activities, and implement appropriate prevention and intervention activities.

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Public Education Programs

• The FPO may approve other individuals to deliver specific public education programs when those individuals demonstrate expertise in the programs to be delivered.

• Educators from organizations outside the FPO shall meet all additional criteria based on the audience or specific venue where the program is delivered.

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• The FPO shall have a system to accomplish the requirements of Section 9.1 that includes program development, implementation, evaluation, and revision.

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Public Education Programs Development/Revision

• Development of specific programs shall be based on measures demonstrating the risks associated with a specific population, demographic or geographic region.

• The FPO shall partner with other private, public or non-profit organizations as appropriate to develop new programs or revise existing programs based on the CRA.

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Public Education ProgramsEvaluation

• Educational program delivery shall be evaluated to determine the most effective frequency, mechanism, format and venue based on identified process measures.

• Data for the evaluation of process measures shall be collected with each educational program delivery.

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Public Education ProgramsEvaluation

• Educational program evaluation shall include recommended changes to programs in order to improve impact, process and outcome measures of the program.

• Educational program instructors shall be evaluated to ensure adherence to program objectives and their individual effectiveness at achieving the learning objectives of the programs delivered

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• Daycare, Pre School and Pre-K through 12 School Fire and Life Safety Educational Programs

• Higher Education Fire and Life Safety Education Programs • Independent Senior Adult Fire and Life Safety Educational

Programs• Adult and Community Wide Public Educational Programs • Workplace Fire and Life Safety Education • Juvenile Fire Setter Educational Programs • Home Safety Education Programs • Alternative Educational Messaging

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Annex B - CRA Guide

• Provides an example of a CRA process.

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Annex C – Sample Staffing Exercise

• Provides an example of the 5 step method in determining staffing levels.

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5 Step Method

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5 Step Method

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5 Step Method

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5 Step Method

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5 Step Method

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QUESTIONS

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Contacts

• Ronald Farr(269) 364-7641

[email protected]

TC Chair

• Steven Sawyer617-984-7423

[email protected]

TC Staff Liaison

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mailto:[email protected]

mailto:[email protected]

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