[jonathan shadoin]

jonathan shadoin

The six steps to maintain emergency scene situational awareness are one- Fight the fire. All members of the crew must focus their attention on the details of the incident, while keeping the larger picture in mind. Two- Assess problems in the time available. Emergency scenes do not always permit leisurely, time-unconstrained periods for decision making. Three- Gather information from all sources. Four- Chose the best option. Five- Monitor results and alter the plan as necessary. Six- Beware of situational awareness loss factors. The following loss factors must be taken into account: Ambiguity, Distraction, Fixation, Overload, Complacency, Improper procedure, Unresolved discrepancy.

[jonathan shadoin]

jonathan shadoin

Evidence includes material objects as well as documentary or oral statements that are admissible as testimony in a court of law. Evidence proves or disproves a fact or issue. The fire officer must consider three types of evidence. The three types of evidence are as follows. Demonstrative evidence; Tangible items that can be identified by witnesses, such as incendiary devices and fire scene debris. The second type of evidence is Documentary evidence; Evidence in written form such as reports, records, photographs, sketches, and witness statements. The third type of evidence is Testimonial evidence; Witnesses speaking under oath. If the fire officer has determined that the fire requires a formal investigation, then every effort should be made to protect and preserve the fire scene evidence.

[jonathan shadoin]

jonathan shadoin

In fire ground operations, offensive, defensive, and transitional strategies are used based on fire conditions and life safety priorities. Offensive operations are aggressive interior attacks aimed at quickly locating and extinguishing the fire, protecting life and property by working inside the structure. Defensive operations occur when conditions are too hazardous for interior crews, firefighters operate from the exterior to prevent fire spread and protect exposures, with the focus on property conservation and firefighter safety. Transitional operations begin with an exterior attack to reduce heat and knock down the fire before transitioning to an interior offensive approach. The goal of each strategy is to maximize safety while effectivly managing fire control based on evolving conditions.

[jonathan shadoin]

jonathan shadoin

When a firefighter raises a red flag about a safety issue, the supervisor is mandated to accept that concern, take a few seconds to assess it, talk with others, and make a safe decision. ( go or no go). In some cases, the situation may affect other areas of the fire ground or the action plan, and must be communicated to the incident commander or other supervising officers. The fire supervisor must take the concern seriously and create an environment that supports open communication without fear of retaliation. They are obligated to immediately assess the validity and severity of the issue, ensuring it does not pose an immediate threat to life or safety. If necessary, operations should be halted or adjusted until the hazard is mitigated.

[jonathan shadoin]

jonathan shadoin

In the incident command system, a fire officer has key responsibilities at three levels of command- strategic, tactical, and task. At the strategic level, the fire officer (often serving as the incident commander) is responsible for setting overall incident priorities, developing the action plan, and ensuring life safety, incident stabilization, and property conservation. At the tactical level, the officer manages specific operational objectives by overseeing groups or divisions, allocating resources, and ensuring objectives align with the strategic plan. At the task level, the fire officer directly supervises crews performing hands on tasks such as fire suppression, search and rescue, or ventilation. Effective communication accountability, and safety are essential at all levels.

[jonathan shadoin]

jonathan shadoin

Career fire departments and volunteer fire departments rely on different revenue streams to operate effectively. Career fire departments are primarily funded through municipal budgets, which are supported by property taxes, sales taxes, and other local government revenues. These departments may also receive state or federal grants, billing for emergency medical services, or special assessments. Their funding is typically more stable, allowing for paid personnel, modern equipment, and 24/7 coverage. In contrast, volunteer fire departments often rely heavily on donations, fundraisers, community events, and limited local government support. They may also pursue grants to acquire equipment or training. Because volunteers are unpaid, these departments operate with lower budgets but face challenges in maintaining resources and recruitment. While both types aim to protect their communities, career departments generally have more consistent funding, while volunteer departments must be more resourceful and community driven in generating support.

[jonathan shadoin]

jonathan shadoin

To conduct a systematic code enforcement inspection of a barbecue restaurant, a fire officer would begin by reviewing previous inspection records and any complaints or fire incidents related to the property. Upon arrival, they would introduce themselves to the owner or manager, explain the purpose of the inspection, and request access to all areas. The inspection would follow a checklist based on local fire codes, starting at the entrance and moving room by room. The officer would check for proper placement and operation of fire extinguishers, clear exit routes, functioning emergency lighting, and posted evacuation plans. Special attention would be given to the kitchen, inspecting grease buildup, hood and duct systems, and automatic suppression systems. Electrical wiring, storage of flammable materials, and occupancy limits would also be reviewed. Any violations would be documented, discussed with management, and a timeline for correction provided. Follow up inspections may be scheduled to ensure compliance and safety.

[jonathan shadoin]

jonathan shadoin

Customer service refers to the actions, behaviors and efforts firefighters and personnel take to meet the needs of the public. This includes professional communication, prompt emergency response, courteous behavior on scene, and clear explanations of services provided. For example, if firefighters respond quickly to a medical emergency and treat the patient with respect and compassion, the are delivering good customer service. Customer satisfaction, on the other hand, is the publics perception of how well their expectations were met. It is the result of customer service. For example, a citizen may feel highly satisfied if firefighters not only extinguish a house fire quickly but also help recover important belongings and provide support afterward. Delivering consistent, high quality customer service builds trust and increases customer satisfaction. While customer service is within the departments control, customer satisfaction depends on how the public perceives the outcome. Both are essential for maintaining a positive relationship between the fire department and the community.

[jonathan shadoin]

jonathan shadoin

The Community Emergency Response Teams (CERTs) concept was developed and first implemented by the Los Angles city Fire Department in 1985. The CERT program helps citizens understand their responsibilities in preparing for disaster and increases their ability to help themselves, their families, and their neighbors safely in many types of situations. Experience had shown that in the event of an earth quake or similar event, emergency services would be overwhelmed with serious incidents and unable to respond promptly to every problem. The CERT program was developed to train citizens to help themselves. The training members must complete is usually delivered in nine 2.5 hour sessions with the sessions taking place one evening per week. The training covers the following topics, Disaster Preparedness, Fire safety and Utility control, Disaster Medical Operations part 1, Disaster Medical Operations part2, Light search and rescue operations, CERT organization, Disaster Psychology, Terrorism and CERT, course review and disaster simulation. The appendix in the cert training manual includes lesson plans for 13 hazardous situations.

[jonathan shadoin]

jonathan shadoin

Establishing a strong supervisor/employee relationship in the fire service is essential for building trust, improving performance, and ensuring team cohesion. One recommendation is to maintain open and honest communication allowing firefighters to express concerns, ask questions, and receive timely feedback. Second, lead by example a supervisor who demonstrates integrity, accountability, and strong work ethic earns respect and sets the tone for the crew. Third, recognize and support individual development by encouraging training and career advancement. Lastly, be approachable and fair, treating all members with respect and consistency. These practices build morale, trust, and effective working environment in the fire service.

[jonathan shadoin]

jonathan shadoin

Some of the key components of documentation and record keeping in the fire service include, incident reports, training records, personnel files, equipment maintenance logs, inspection reports, and medical records. These components are essential for maintaining accountability, ensuring firefighter safety, and meeting legal and regulatory standards. For example, incident reports provide a detailed account of emergency responses, which can be used for analysis, training, and legal defense. Training records ensure firefighters are properly certified and up to date on skills. Equipment maintenance logs verify that gear is functioning properly. Accurate documentation supports decision making, helps secure funding, and protects the department from liability.

[jonathan shadoin]

jonathan shadoin

Understanding and maintaining proper documentation and record keeping is critical for accountability, legal protection, operational efficiency, and continuous improvement. The six key components include incident reports, training records, personnel files, equipment maintenance logs, inspection reports, and disciplinary documentation. These records are essential for tracking firefighter performance, ensuring equipment readiness, and demonstrating regulatory compliance. Accurate incident documentation can serve as legal evidence and provide data for after action reviews and training improvements. Well maintained records also support transparency, help identify trends, and aid in making informed decisions about resource allocation, staffing, and risk management within the department.

[jonathan shadoin]

jonathan shadoin

The leadership style that the fire officer uses when immediate action is required at an emergency scene is the Autocratic leadership style. It is used when the officer needs to maintain high personal control of the group. In such a case, the fire officer is telling subordinates what to do and is expecting immediate and complete adherence to the issued instructions. The autocratic style of leadership is required in two situations. The first situation occurs when the fire company is involved in a high risk emergency scene activity. There is no time for discussion. The second situation occurs when the fire officer needs to take immediate corrective supervisory activity, such as during a control, neutralize, command response to a confrontation. In this scenario, the officer must be firmly in control of the situation.

[jonathan shadoin]

jonathan shadoin

Some of the demands on a company’s time includes, conducting public education, doing inspections, and undertaking other fire prevention efforts. They also include training and education of the crew members, and routine duties such as cleaning the station, doing paperwork, and maintaining the apparatus and of course the company responding to calls. The company officer can ensure maximum efficiency by applying good time management skills. The first duty is to determine which activities are to be completed, and when they must be completed. How long it will take to complete them. The fire officer can identify what needs to be done during the shift, the week, the month, and the year. Items that must be completed during the shift are more of a higher priority than those that must be completed next week. Occasionally, there is not enough time to complete all the required tasks during the shift. When this occurs, the fire officer must determine the fire departments priorities. This step allows the fire officer to determine which activities must be completed and which will have to wait. The fire officer must develop a plan that lays out how the activities will be accomplished.

[jonathan shadoin]

jonathan shadoin

In the case of an infection exposure its in our departments sop’s that first the exposed (affected employee shall) report all incidences of injuries or like incidences to his/her immediate supervisor within 24 hours of occurrence or as soon thereafter as possible. 2 The affected employee shall submit a memo (if able) to his/her immediate supervisor that contains all pertinent information regarding the injury and related activity. The injured employee’s immediate supervisor shall generate the aforementioned memo if the employee is unable. An on duty paramedic shall evaluate and/or treat the injured employee. A rescue run report shall be generated. A NFIRS incident report and fire causality report shall be generated. A Florida league of cites workers compensation ‘Reporting an injury’ form shall be completed by the injured employee or his/her immediate supervisor if the employee is unable. The referenced report and/or information shall be submitted to workers compensation representative by calling (877)676-3890. A entry referencing the injury shall be made in the fire station logbook. The shift captain shall report all injuries or incidences to his/her immediate supervisor within 24 hours of occurrence or as soon thereafter as possible. The captain must review all documents regarding employee injuries or like incidences to ensure accuracy and completeness. The exposed employee must be drug tested. The employee will be transported to either md know for drug testing and medical care or if a higher level of medical care is needed the employee will be transported to north broward medical center for care evaluation and drug testing.