List of Jobs Descriptions and Evaluation Tools ( Revision 4/26/2010)

SWANNANOA FIRE DEPARTMENT List of jobs descriptions and Evaluation tools (Revision 4/26/2010) Contains information to assist a person who has been assigned a task. While these descriptions contain an Aoverview@ of the job task, they also include very specific details to evaluate expectations. This document does not replace the employee handbook or other policies. Details on each job will change over time. Review descriptions that pertain to you and forward any needed clarifications, additions/subtractions to your supervisor. If you feel more questions and answers need to be provided, please inform the Deputy Chief.

Job Sections

Positions Assigned Firefighter Fire & Life Safety Coordinator Lieutenant Firefighter Fund Treasurer Captain Firefighter Protection Specialist Battalion Chief Ladders Training Officer Medical Supply Safety Officer Portable Equipment Preplan Coordinator General issues Preplan Technical Drawings Base - Timesheets/Reporting for duty Preplan Technical Information Base - Telephone/walkins Preplan Assistant Base – Training Pump Maintenance Includes training prorating for evals Rope & Equipment inspection Development - Goals SCBA MaintenanceInspection Morning & Weekly vehicle checks Water Supply Planning Station cleaning/Vehicle washing Wildfire/Urban Interface Planning Agility course – Link to document Water Rescue Resource Coordinator Vehicle Maintenance Station Maintenance

Tools for the Evaluation Evaluation Forms/Logging Performance Aspects Individual = s Forms for evaluation (Website) A sample of terminology and ideas to express your self Weekly logsheets (Website) evaluation and/or evaluation of an employee. Apply these ideas Both can also be found in the SVFD Standard Directory under and aspects to any job performance c:\SVFD Standard Directory\Duty Forms\Evaluation System\ Page 1 of 41 Pitfalls & Errors during evaluations

Preparing for the evaluation When you are the one being evaluated When you are the one evaluating (2 pages)

What do the categories 1 through 5 mean? Rev 5/12/07

Base Expectations ( Return to Menu ) Base Expectations are areas not covered under other assignments/tasks and apply to every employee. One portion of this section applies to time management and time issues such as reporting for duty, training, completing time sheets and time management during projects or other tasks. Character of an individual is also outlined based on honesty, integrity, treatment of others and areas that relate to leadership. Appearance includes compliance with the uniform policies, personal grooming etc

Base Expectations - Reporting for duty Examples & info for meeting expectations or exceeding them Being on time Must be ready to function at 07:00 for normal shift. 07:01 is late. Emergencies or unusual circumstances that cause the employee to be late are placed in the documentation but are not a negative effect unless repetitive. Sleeping over, forgetting to set a clock during time change or failure to plan ahead for dropping off family etc. are not excusable late reasons. A flat tire on the way to work would be. In any circumstance, calling that morning to inform the shift supervisor that you will be late or asking another previous shift employee to stay over is regarded higher than no call at all. However, any unplanned lateness is still documented. General "being on time" ethics apply to meetings, training sessions and when personnel must meet before traveling to a fire department function. In any circumstance, the degree of lateness and the frequency are part of the documentation. Timesheets Timesheets are submitted to the Shift Supervisor for review. The Supervisor assures accuracy and the employee submits it to the Chief by Monday at 09:00.

Reporting for duty Measurements Time Readiness ___ Reporting for shift on time ___ Adherence to uniform policy (class Bs, Wildland) ___ Arrangements for shift fills/advance notice ___ Structural & wildland gear ready ___ Appropriate use of sick time ___ Mentally/physically ready (Sufficient rest from external activities) ___ Timesheets submitted on time/accuracy ___ On time for other events/activities

Base Expectations - Telephone & Walkins ( Return to Menu ) Phone answering from citizensmembers, burning permits (Infrequent), accepting packages from UPSFedexDHL Page 2 of 41 and signing tickets for delivery of O2 and other services or time occasionally that may be taken talking to a walkin citizen and cannot quite end the conversation without feeling like your compromising public relations etc

Examples & info for meeting expectations or exceeding them Phone calls are handled by stating the member's first or last name and either "Fire Rescue" "Swannanoa Fire Department" " Fire Department" or "Station 6". The member is courteous and attentive to a caller's needs. Phone salespersons who are attempting to sell "on sale" products or services should be asked to send a catalogue, give us a website address and we will contact them back if interested but not to call for sales.

Telephone & walk-in Measurements ___ Professionalism/PR when answering phone ___ Fluent at providing a citizen information ___ Courtesy/addresses needs of walk in citizen (Street directions, procedures for pool filling/burn ___ Taking messaging and forwarding them properly permits, phone numbers to resources)

Base Expectations - Training ( Return to Menu ) Training Time Periods Evaluation of training is for the time period January 1 to December 31st. For evaluation process (which is conducted in the spring), an individual will already know the impact on the eval from training hours that ended in December the year before. The time period from January 1st of the current year till when the eval is conducted is looked at to see if the person is “on track” for meeting requirements in the current year and does not calculate into the spring eval scores. Training Pro-Rating If an employee was hired during the previous year (January 1 to December 31st ), hours are prorated for the time served as a full time employee. This also includes switching from an SVFD Volunteer/Part-Timer to a full time employee.

Pro-rating or the general training hour requirements If Employee was hired during the month of:______requirement is: Requirement Total Jan Feb Marc Apri May June July August Sept Oct Nov Dec h l 100Hr Total 100 100 90 80 70 60 50 40 30 20 10 0 18Internal Total 18 18 18 18 18 18 18 18 18 12 9 0 12 HazMat Total 12 12 11 10 9 8 7 6 5 4 2 0 BBP Total 3 3 3 3 3 3 3 3 3 3 3 0 Must be the SVFD/Site Specific. If hire in December,Employee must complete by end of January of the next year EMSCE Must be in compliance with EMSCE certification period

Pro-rating for Evaluation score purposes If Employee was hired during the month of:______eval range is: Eval Score Jan Feb Mar Apr May Jun July Aug Sept Nov Dec 5.0 More than tripled expectations 300+ 225+ 150+ 75+ 4.5 Highly Exceeds Expectations 250-299.75 187-224.75 125-149.75 62.25-74.75 4.0 Well Exceeding Expectations 200-249.75 150-186.75 100-124.75 50-62 3.5 Exceeds expectations 150-199.75 112.25-149.75 75-99.75 37.5-49.75 3.0 Meets Expectations 100-149.75 75-112 50-74.75 25-37.25 1.0 Less than 100 Less than 75 Less than 50 Less than 25

Training Measurements ___ 100 hours of training achieved ___ Assistance to training programs ___ 3 hours, SVFD Site specific Blood Borne Pathogens (prep for rookie school, working on training grounds, Page 3 of 41 ___ 18 hours internal organizing library etc.) ___ 12 hours of Haz mat related trng ___ Teaching training to SVFD members ___ EMS CE hours up to date (Annual & 4 year period) Development - Requirements/Goals This area is a work in progress which will mirror the development ladder for promotions Covers required certifications (indicated by 7), high recommendations for levels (indicated to degree by *) and certification or skills considered a bonus. Each progressive level of position should possess certain requirements and high recommendations of previous levels. Obtaining all requirements, several higher recommendations and achievements above the position level may be considered Aexceeding expectations.@ If a newly hired individual does not have certain aspects, their level of progress towards requirements may constitute Ameeting expectations.@ Development Measurements Firefighter Lieutenant Captain Higher Education ___ NC Class B License if 217 ___ NC Firefighter II7 ___ NC DOI instructor ___ Associates Degree ___ NC EMT7 ___ S-130,190, L-1807 ___ Live Burn instructor ___ In Degree program at AB Tech ___ SVFD Apparatus Engineer7 (if 21) ___ NC Driver Operator*** ___ Driver Operator instructor ___ % complete ___ RT Instructor ___ NIMS levels7 ___ Mantracking/Swifwater Rescue ___ Grades ___ NC Firefighter II *** Tech** ___ Level 1 EMS instructor ___ Bachelors Degree ___ S-130,190, L-180** ___ Typing skills & general computer ___ Level 2 EMS instructor ___ NC Driver Operator* use* ___ Mantracking/Swifwater Rescue Tech* ___ NC Rescue Technician

Morning & Weekly Vehicle Check ( Return to Menu ) Overview of the job The following are basic readiness checkoffs that are conducted during a tour of duty. Each employee that performs or assists with the particular checkoff form will document their name/names on it and assure that theyare using the latest revision of that form from the standard directory. Morning Checksheet Checkoff of all fuel, water and air in vehicles and inventory of medical supplies on rescue trucks. Quicker if seals in place, other times have to fuel trucks. FORM C:\SVFD Standard Directory\Duty Forms\01 Daily Duties\Daily fuel and medical.wpd Weekly Equipment/Vehicle Checksheets Each vehicle is assigned a day of the week to be checked. The schedules are posted in radio room at both stations. Checkoff for presence of equipment, safety inspection of apparatus and vehicle maintenance issues. The forms for each vehicle are located in C:\SVFD Standard Directory\Duty Forms\03 Truck Checkoffs\.

Safety information and notes 1. No smoking around oxygen. 2. Plymovent exhuast system is operating while running vehicles in the bay areas (IF a vehicle must be operated in a bay that does not have a exhaust system installed, the vehicle should be pulled out and ran or bay doors opened for exchange of air and proper ventilation). 3. Caution when refueling powered equipment, watch for ignition sources. 4. Use caution climbing on apparatus while checking fluids or other tasks, a fall from a hose bed height can cause serious injury or death.

Examples & info for meeting expectations or exceeding them Meeting expectations means each object/issue is checked on an apparatus or vehicle and is in located in the proper area & functions. If the object/issue is missing or has a problem, it is reported on the checkoff and written on the clipboard for that area such as reporting a vehicle maintenance problem on the clipboard located at the dutyboxes. Documentation defines who performed the task by name/names not by writing which shift completed the form Although the morning checkoffs are designed to assure that all the basic areas are ready for the tour of duty, the list is also designed to help assure that items are restocked, equipment refueled and problems reported and handled when they happen, not to discover them on the next shift's checkoff. Morning Checksheets Should be completed by 10:00am unless response to calls has consumed morning time. Vehicles should have no less than 3/4 of a tank or they will be refueled. Foam & water tanks will be full. Air pressure should be 90psi or greater. All apparatus should be started during the morning check and ran for appx 10 minutes. Medical equipment should be accurately accounted for.

of 41 Equipment & Vehicle Weekly Checkoffs All equipment on the form should be present, working and ready for an operation. If an item has been missing for a period of time, it still must be documented on the form. A reasonable attempt to locate a missing item is required. An individual should not take a piece of equipment from another vehicle to place on their assigned vehicle unless; the piece of equipment is more beneficial to operations by being moved AND the shift supervisor has been notified and passed on to other shifts. If any problems (pumps or apparatus) are recognized during this inspection/checkoff, it will be recorded on the form AND documented on the clipboard notifying the person in charge of vehicle or pump maintenance.

Measurements for checksheets ___ Morning Checkoffs/participation ___ Initiativelocating missing items, replacing, fixing ___ Apparatus/Equipment checkoffs ___ Safety O2, fuels, sharp tools etc. ___ Problems/repairs reported ___ Checks completed without prompting from Supervisor ___ Accuracy of checkoffs ___ Morning check completed by 10am

Station cleaning/Vehicle washing ( Return to Menu ) Station cleaning/Upkeep Includes sweeping & mopping, cleaning bayfloors, bathrooms, kitchen & dishes, sleeping quarters etc. Time fluctuates depending on time taken with floor cleaning machine or if the Friday cleaning of quarters or kitchen is conducted that day. Washing and cleaning apparatus scheduled for checkoffs that day if needed or cleaning vehicles that need it on any day. Safety information and notes Assure that cleaning fluids and products are properly labeled and stored. Any unmarked spray bottles or containers should be identified or discarded. Follow instructions on the containers label and do not mix with other cleaners. Refer to MSDS (Material Safety Data Sheets) that are available from the Safety Officer. Examples & info for meeting expectations or exceeding them Sweeping and mopping is conducted each shift and floors should be dry before the next shift arives. A small amount of clean/plain water is used for mopping in which the floor is able to dry quickly and not have standing pools of water left to damage wax, cause falls or be present long enough for other to cuase more tracks. Dishes are cleared from sink and washed before arrival of the next shift. The refrigerator is cleaned out (rid of old food and cleaned if needed) each Friday. Bunk areas are cleaned each Friday, carpets vacuumed etc. Bayfloors are cleaned as needed.

Measurements Vehicles Station ___ Initiative to clean when needed ___ Participates in daily station cleaning needs ___ Cleans thorough W/out too much time ___ Bunk areasheets/pillows/courtesy ___ Uses appropriate materials/puts supplies away ___ Showering/hygenecleanup/

of 41 Firefighter ( Return to Menu ) Prerequisites Requirements & Recommendations SVFD orientation completed, NCDOI FF1, NFPA 1403 compliant or completion of SVFD Rookie School Overview of the job Responding to calls as a Firefighter Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property. Mental difficulty involves requirements for, at minimum, a few hundred hours of training to complete most mission assignments. The mental level requires decision making in higher stress environments, adapting to changing environments and drawing upon a great deal of knowledge and experience to successfully fulfill a mission. These decisions may also include when not to take action but all decisions have some implication to citizen or member safety or to preservation of property. Safety information and notes See meeting expectations and references to SOGs & Policies

Examples & info for meeting expectations or exceeding them Meeting Expectations means Following SOGs and policies, Safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc as well as documenting or entering a report in the computer. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as entering a structure fire and suppressing it, ventilating a roof, interacting with other agencies, performing CPR, removing a car door with hydraulic tools etc. are what an individual firefighter/EMT is expected to do. Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. On a physical level, circumstances in which the individual showed extra endurance or momentary strength that was necessary and considered beyond normal firefighter operations. Acting in the role of LT or above during incidents and other functions such as; Acting as crew leader of 5 on a brushfire, acting as IC or Ops Chief. Authorizations & Access Keys/Codes All entrance doors to facilities. Budgeting/Financial purchase of items from businesses with FD accounts only after approval of Shift Supervisor Page 6 of 41 or higher. Measurements Emergency Medical Fire and Heavy Rescue operations Driving/Responding ___ Bedside manner Pt. relations ___ Calm, Good communication on scene ___ Use of seatbelt ___ Follows County EMS protocols ___ Strategy & tactics/decision making ___ Vehicle control/Defensive driver ___ Infection control procedures/Safety ___ Fireground/MVAs, wears proper PPE ___ Competent Apparatus engineer skills Communications/District knowledge ___ General safety during operations ___ Has Class B License or higher ___ Radio traffic brief/clear/calm ___ PR w/public & other departments ___ Appropriate Checkin, size up info ___ Familiarity with district issues/maps

Lieutenant ( Return to Menu ) Prerequisites 1 year of service at Swannanoa FD as Firefighter., Completion of the SVFD LT. written exam., SVFD Leadership manual completion, Requirements - NCDOI FF2 certification or from a state with reciprocity, SVFD Apparatus Engineer, S190 & Standards for Survival, Basic NIMS (National Incident Management System) Recommendations Formal & specific training in RIT & FF Safety & Survival. Leadership courses (NFA, AB-tech or others)

Overview of the job Operational Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property and the person acts at the Lt. level of supervision during the service supervising generally up to 5 people, leading hoselines during fire attack or crews during wildfires or searches or leading a small team during extrication. The Lt. may act as Incident Commander or make initial strategy & tactics decisions as these duties are passed onto higher ranking officers as they arrive. Their primary role is to lead crews during incidents. Administrative The Lt may receive information regarding a firefighter=s needs or handle small problems arising during everyday business. While many issues can be addressed, issues in which the Lt can not solve or could be considered any form of disciplanary, are forwarded to the Captain. Although a Captain must handle orientation of a new member, a Lt may assist in preparing material or be present during the orientation to learn the process. Safety information and notes Aside from personal safety, the Lt maintains the responsibility for the immediate safety & survival of firefighters on their crew.

Examples & info for meeting expectations or exceeding them Operational Meeting Expectations Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as entering a structure fire and suppressing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual firefighter is expected to do and the LT is expected to supervise during such incidents. Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual Page 7 of 41 and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. Acting in a role of Captain or above such as; being over a division on a wildfire, acting as Ops Chief or IC. The Lt should document or at least make note of such occasions which can be implemented into the evaluation process Administrative Meeting expectations Orientations conducted within two weeks of a member joining. Checklists are completed for the orientation process and the Lt. can report new member progress at Officer's meetings for their 30, 60 and 90 day periods. During this review or as other issues with a member arise, the Lt is expected to log activities such as phone call attempts, messages and brief summaries of contacts. Each person on their crew has an accountability card, has firefighting gear that fits and is in safe operating condition. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other material.

Authorizations & Access Keys/Codes All entrance doors to facilities, keys/access to Lieutenant's office This area should refer to a Lts specific job assignment Measurements Communications/District knowledge Leadership 5 Foundation Blocks Driving/Responding ___ Radio traffic brief/clear/calm ___ Example Setter ___ Use of seatbelt ___ Appropriate Checkin, size up info ___ Encourage Involvement ___ Vehicle control/Defensive driver ___ Familiarity with district issues/maps ___ Passion for what they do ___ Competent Apparatus engineer skills Fire and Heavy Rescue operations ___ Coaching & Mentoring skills ___ Has Class B License or higher ___ Calm, Good communication on scene ___ Engage in 2way communications Specific LT Items ___ Strategy & tactics/decision making Emergency Medical ___ Report writing/Documentation ___ Fireground/MVAs, wears proper PPE ___ Bedside manner Pt. relations ___ General safety during operations ___ Follows County EMS protocols ___ PR w/public & other departments ___ Infection control procedures/Safety

Captain ( Return to Menu ) Prerequisites 4 years of FD service at Swannanoa, 1 year experience as LT at SVFD. Passing the SVFD Captain's written exam. Must have possessed all prerequisites & requirements for LT

Requirements & Recommendations

Overview of the job Operational Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property and the person acts at the Captain level of supervision during the service by supervising up to 5 Lt's or 5 crew leaders. The Capt. may act as Incident Commander or make initial strategy & tactics decisions as these duties are passed onto higher ranking officers as they arrive or may act as IC on Incidents ranging from 1520 persons. A Captain typically is associated with supervising a Division (Geographical area) which contains 2 or more crews of firefighters or apparatus. Captains would also be assigned as Strike Team or Task Force leaders containing 1520 or more personnel, 5 or more pieces of equipment etc. Captains supervise Crew Leaders, not the individuals on a crew unless a LT is not available. Administrative Captains supervise Lieutenants by becoming a third level of problem solving. Captains assure that "Crew reviews" (quarterly training reports) are conducted and documentation forwarded back to the battalion Chief. Captains may assist the BC with quarterly training reviews. Captains attend monthly Officer's meetings on Monday nights. Captains give new members an orientation program ranging from 36 hours in which policies & procedures are reviewed, various paperwork and forms are filled out and filed. The Captain presents a 30, 60 and 90 day review at the monthly officer's meeting of the new member's status. Captains manage up to 7 people. The Lt's crew reports to the Captain for most problems. Issues in which the Lt can not solve are forwarded to the Captain. The Captain will supervise personnel at the Bee Tree substation. They are responsible for carrying out or distributing orders from the battalion Chief. In the absence of the Battalion Chief, the Captain will perform as acting BC, maintaining their Captain level of authority.

Safety information and notes Aside from personal safety, the Captain maintains the responsibility for safety & survival of firefighters and Lt under their command.

Examples & info for meeting expectations or exceeding them Administrative Meeting expectations Assuring that Lt's are meeting their expectations and details within their job description. As issues with a Lt. or member arise, the Capt. is expected to log activities such as phone call attempts, messages and brief summaries of contacts and assist in handling problems that have been brought to them by a LT. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other material. The Captain is responsible to assure all duties are Page 9 of 41 properly carried out at the substation or in the absence of the battalion Chief, the entire shift (Daily duties, assigned duties, reports etc.). The Captain is expected to provide information to the Battalion Chief regarding employee performance at the substation or of all shift employees in the BC=s absence. Operational Meeting Expectations Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as directing crews while entering a structure fire and suppresing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual Captain is expected to do. The Captain also functions at the basic level when resources require it. They may be on a hoseline, nozzleman, use a hydraulic tool and when other personnel of that level arrive, move back to supervise their appropriate level. The Captain level of operations is general considered at the "Division" or "Sector" level and has basic training to be able to act as an Incident Commander during inital attack or operations and will then be relieved as higher level officers arrive. A Captain should be capable of leading Strike Teams and Task Forces during structural, wildland fire, urban interface, haz mat and other operations. Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. A demonstration of knowledge and skills beyond the description of Captain would be considered "exceeding" even when operations are few and far between. ie. the individual possesses advanced understanding of NIMS and strategy & tactics issues and other operations but the actual incidents do not occur during the evaluation period. The possession of skills can still be exceeding.

Authorizations & Access Keys/Codes All entrance doors to facilities, and access to Captain's Office and Lieutenant's office. Budgeting/Financial Captain Measurements Communications/District knowledge Leadership 5 Foundation Blocks Driving/Responding ___ Radio traffic brief/clear/calm ___ Example Setter ___ Use of seatbelt ___ Appropriate Checkin, size up info ___ Encourage Involvement ___ Vehicle control/Defensive driver ___ Familiarity with district issues/maps ___ Passion for what they do ___ Competent Apparatus engineer skills Fire and Heavy Rescue operations ___ Coaching & Mentoring skills ___ Has Class B License or higher ___ Calm, Good communication on scene ___ Engage in 2way communications Specific Captain Items ___ Strategy & tactics/decision making Emergency Medical ___ Orientations conducted ___ Fireground/MVAs, wears proper PPE ___ Bedside manner Pt. relations ___ Contact with crew ___ General safety during operations ___ Follows County EMS protocols ___ Crew reviews ___ PR w/public & other departments ___ Infection control procedures/Safety ___ Documentation of employees ___ Problem solving at Bee Tree SS ___ Assuring all duties are done at SS ___ Actions in absence of BC

of 41 Battalion Chief ( Return to Menu ) Prerequisites Requirements & Recommendations 6 years of FD service at Swannanoa, 1 year experience as Captain at SVFD. NIMS levels?

Overview of the job Operational Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property. The person acts at the Battalion Chief level of supervision during the service supervising possibly up to 50 people in larger incidents. The BC will likely serve as an Incident Commander in many small to moderate size operations and serve in a Command Staff function (Operations Chief, Planning Chief) on larger operations (Involving 25 75 people). The BC may perform suppression roles on a fire attack crew during initial attack, extricate victims from vehicle accidents and other crew level functions depending on resource availability and switch into more supervisory roles as resources arrive. BCs are familiar with strategy & tactics for complex incidents, information on preplans, ordering resources, knowledge of mutual aid requirements and considerations. Administrative Attending Officer meetings and meetings with all Chief Officers and a constant department evaluation to help us meet our Mission Statement principals (Prevent Harm, Be Justified, Be Ready, Be Nice). A Battalion Chief directly supervises Captains and handles issues that are forwarded by the Captain or are requested to be passed down from the Deputy Chief. They also supervise employees assigned to their shift and perform employee evaluations of all members on their shift. BCs are responsible for the success of the department during their 24 hour tour and in support of other shifts.

Safety information and notes Constantly evaluates safety issues during the 24 hour tour: personnel readiness, equipment safety etc.

Examples & info for meeting expectations or exceeding them Administrative Meeting expectations Assuring that Captains & shift employees are meeting their expectations and details within their job description. As issues with a Capt., Lt., shift crew or member arise, the Battalion Chief is expected to log activities such as phone call attempts, messages and brief summaries of contacts and assist in handling problems that have been brought to them by a Captain. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other material. All reports should be properly completed, all duties completed and maintain a flow of information between shifts with frequent communication with other Battalion Chiefs. Operational Meeting Expectations Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as directing resources while entering a structure fire and suppresing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual Battlion Chief is expected to do or supervise to do. The BC also functions at the basic level when resources require it. They may be on a hoseline, nozzleman, use a Page 11 of 41 hydraulic tool and when other personnel of that level arrive, move back to supervise their appropriate level. The BC must also recognize when not to begin hands on operations at the tactical level and establish good command and control of a scene. The BC level of operation is generally considered up to the "Branch", "Operations Chief" level and has advanced training to be able to act as an Incident Commander during multiple types of operations and can be relieved as higher level officers arrive or they may maintain the IC position. The BC is the highest rank for shift employees and can be expected to act as IC during the majority of incidents. Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. A demonstration of knowledge and skills beyond the description of BC would be considered "exceeding" even when operations are few and far between. ie. the individual possesses advanced understanding of NIMS and strategy & tactics issues and other operations but the actual incidents do not occur during the evaluation period. The possession of skills above this level can still be exceeding.

Authorizations & Access Keys/Codes All entrance doors to facilities, and access to Captain's, Lieutenant's and Assistant Chief's office. Budgeting/Financial Battalion Chief Measurements Communications/District knowledge Leadership 5 Foundation Blocks Driving/Responding ___ Radio traffic brief/clear/calm ___ Example Setter ___ Use of seatbelt ___ Appropriate Checkin, size up info ___ Encourage Involvement ___ Vehicle control/Defensive driver ___ Familiarity with district issues/maps ___ Passion for what they do ___ Competent Apparatus engineer skills Fire and Heavy Rescue operations ___ Coaching & Mentoring skills ___ Has Class B License or higher ___ Calm, Good communication on scene ___ Engage in 2way communications Specific BC Items ___ Strategy & tactics/decision making Emergency Medical ___ Documentation of shift for eval ___ Fireground/MVAs, wears proper PPE ___ Bedside manner Pt. relations ___ Conducting Evaluations ___ General safety during operations ___ Follows County EMS protocols ___ Shift Scheduling issues ___ PR w/public & other departments ___ Infection control procedures/Safety ___ Report completion/Quality of shift ___ Success of shift's work/duties

of 41 Safety Officer ( Return to Menu ) Prerequisites Requirements & Recommendations NCDOI FF2, S190 & Standards for Survival, Basic NIMS (National Incident Management System) Score and 80% on the SVFD Safety Officer Exam (Need to create)

Overview of the job The Safety Officer is a staff level position that focuses on every aspect of safety in the fire department. Experience and knowledge in every area of fire department functions is essential. The Safety Officer may be involved in several committees, policy planning sessions and other development programs. Certain policies and procedures should be reviewed by the Safety Officer such as: SOG AppC Respiratory Protection Program.pdf SOG AppE Infection Control Procedures.wpd SOG AppI ATV Policy.wpd SOG AppJ Safety & Health Statement.wpd and AppJ attachments SOG AppT Traffic Control.wpd Other documents may be reviewed and any safety recommendations submitted to the board of Officers or to an individual that is primarily over that policy such as the Training Officer for the Driver's Training manual. Operationally, the Safety Officer is typically a Command Staff function that acts as an extra set of eyes and ears that primarily focuses on safety issues. This attention to safety allows task loading of the IC or other positions and assures the task loading has not caused a safety related issue to go unnoticed. The Safety Officer task is also directly related to resource availability per incident. A Safety Officer may actually perform as a firefighter on a hoseline, operate an extrication tool etc. when resources require them to perform that role. When number of personnel available are low, the IC may be performing both the role as IC and Safety Officer if it is within their span of control. As a scene develops or more personnel arrive, the SO can change roles and gradually assume the specific role as a SO. The SO has the on scene authority to stop certain operations or activities that he or she deems as unsafe and may result in possible injury or death. The Incident Commander has the authority over the Safety Officer. The majority of the time and effort of a Safety Officer is geared towards prevention of accidents and injuries. Safety messages, flyers and training can help influence each members perception of the overall concept of safety.

Safety information and notes

Examples & info for meeting expectations or exceeding them

Authorizations & Access

Measurements Communications/District knowledge Leadership 5 Foundation Blocks Driving/Responding ___ Radio traffic brief/clear/calm ___ Example Setter ___ Use of seatbelt ___ Appropriate Checkin, size up info ___ Encourage Involvement ___ Vehicle control/Defensive driver ___ Familiarity with district issues/maps ___ Passion for what they do ___ Competent Apparatus engineer skills Fire and Heavy Rescue operations ___ Coaching & Mentoring skills ___ Has Class B License or higher ___ Calm, Good communication on scene ___ Engage in 2way communications Specific SO Items ___ Strategy & tactics/decision making Emergency Medical ___ Fireground/MVAs, wears proper PPE ___ Bedside manner Pt. relations ___ General safety during operations ___ Follows County EMS protocols ___ PR w/public & other departments ___ Infection control procedures/Safety

of 41 Training Officer ( Return to Menu ) Prerequisites Captain level or above. NCDOI level 2 Instructor, Requirements & Recommendations

Overview of the job NFPA 1201 Chapter 8 training lists other details for the Training Officer Schedules training events for the department, Evaluates training needs for the department, members and for the community, Administers the training budget, Organizes logistics and appropriations for out of town or external schools, Assists other instructors with obtaining materials and writing lesson plans, Administers library of training materials and resources, Communicates with other departments and keeps up to date on new laws from OSHA & from the state of North Carolina, recommendations from NFPA and from other agencies such as the NC Department of Insurance, Keeps up to date with department policies and procedures so they may be passed on and implemented during training events, Keeps up to date on standards that apply to the fire service, Keeps training records and provides information to supervisors and members as needed, Sets example for others

Safety information and notes Responsible for safety during any SVFD training session

Authorizations & Access Training Officer Measurements ___ Crosscheck of training Leadership 5 Foundation Blocks sheets/Database ___ Example Setter ___ Monday night training sessions setup ___ Encourage Involvement ___ Monthly Board Reports ___ Passion for what they do ___ Calendar update, training notices ___ Coaching & Mentoring skills ___ Development plans for members ___ Engage in 2way communications ___ Programs reach department's visions ___ Training budget management ___ Logistics/arrangements for OOT schools ___ EMS CE Plan submitted to ABTech ___ Mission Hospital AuditReview meetings ___ Certification tracking, notifications ___ East End Training Association involvement (Depends on Association=s activity, exceeding if lead or predominately organized by by SVFD TO)

Fire & Life Safety Coordinator ( Return to Menu )

of 41 Prerequisites Requirements & Recommendations Required: Years active FD experience, FF2 NCDOI state certification, FLS 1,2,3 NCDOI state certification, Recommendation: Instructional Methodology

Overview of the job Manages the FLS committee, activities and record keeping. FLS applies not only to fire education but several issues in our community that may cause harm to a citizen. Several individual issues can be handled by the FLS coordinator alone while other situations involve encouraging involvement from members. The main purpose is to use a variety of resources and programs to help keep our community safer through education. About youth education FLS involves fire prevention and safety education at all educational facilities including daycares. These programs involve a few hundred children annually during fire prevention week and other special events or times. To make these programs work effectively, the FLS coordinator must plan well in advance, involving the committee and other individuals to get the safety message across, organize and delegate logistical matters for involvement of personnel, equipment, order materials and contact school officials to schedule events. About adult & elderly education This would include training classes for businesses or Resident Advisors at colleges on the use of fire extinguishers. Other programs such as ARemember When@ is a program that can be presented to elderly groups involving overall safety in the home or while driving. Stove installation inspections, which are required by some insurance companies, are an opportunity for prevention of fires in homes which use wood burning stoves. Smoke detector distribution programs help assure all community members are properly protected for early warning during a fire in their home.

Safety information and notes Use caution during stage setups with flammable materials, blocking exits in the facility, overloading extension cords or creating tripping hazards from cords or stage setup.Use caution during fire extinguisher training with the public. If flammable liquids are used, the FD member lighting the product should be in turnout gear (Coat, pants, boots, gloves and helmet).

Examples & info for meeting expectations or exceeding them FLS committee meetings Meeting Expectation examples held monthly in July, August, September, October & November (primarily for preparation of Fire Prevention Week in October and a review of programs in November) and meetings in January and March. Meetings times should be placed on the SVFD web calendar within two weeks of the meeting. Fire Prevention Week Activities Meeting Expectation examples Themes, ideas and program development should begin in July and mostly developed by the September FLS meeting. This will allow practice of the program, time for creation of other details that may be added to the program, building stage materials or ordering materials from companies. Scheduling with the schools should be completed using the FLS Program Request Form (Latest rev. in the Standard Directory) and times should be set at the latest, 3 weeks before Fire Prevention Week. person should reconfirm dates and times one week before the show is to be presented. As the program is developed, Action Plans should be implimented and displayed in a prominent location showing assigned tasks for individuals, due dates and any information helpful for the flow of information to members. Pertinent information should be forwarded to the Website coordinator for distribution and enhancement of programs on the internet. Programs may be conducted by multiple formats, ie. puppet shows, plays, demonstrations, distribution of materials. Any form utilized should include partial focus of the current year's NFPA theme for fire prevention and cover the basic areas of Stop Drop & Roll, Calling 911, Smoke Detector use and batteries, and escape plans.

Authorizations & Access Keys/Codes All entrance doors to facilities, To office assigned to FLS coordinator, any storage room containing FLS materials. Budgeting/Financial Any decision involves awarenes of current line item balance for FLS. Up to $250.00 individual discretion during fiscal year. Over $250.00 needs majority (greater than 50%) agreement from other Page 15 of 41 members notification and approval that serve on the FLS committee (That have attended at least 4 FLS meetings). Measurements FP Week Leadership 5 Foundation Blocks ___ Arrangements properly made ___ Example Setter ___ Encourage Involvement ______Passion for what they do ___ Coaching & Mentoring skills ___ Engage in 2way communications

Firefighter Fund Treasurer ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Manages bank account and transactions for the following fundsevents; Benevolent Fund Notification of death of member in the fund, receive payments from them and pay dues to main treasurer of the county fund; Dumpster Notify members when due, receive payments from members and pay company which provides dumpster service; Vending machine count money received in machine and purchase supplies to stock.; Fireman=s Fund records and deposits donations to FF fund.; Response checks ?; Ashes fund deposits donations from members or citizens and pays bills to veterinarian or groomer.; Special Events records and deposits fund during event. These funds are managed by the group of members that remain on the SVFD Roster and are not in any way a part of the corporate funding from taxes or part of the budget for the fire department.

Safety information and notes Two physical hazards are present. If involved in loading vending machines or picking up supplies by the case, use caution lifting. Lift with the knees and do not overload. Handling Money?

Examples & info for meeting expectations or exceeding them Meeting Expectations Up to date report on all funds status is available at the monthly businesss meeting for general information to members and for making decisions that may arise during the meeting. Any monies, check or cash are deposited within two weeks of receipt. Bills are paid on time with no statements with a 30 day overdue.

Authorizations & Access Measurements ___ Report at business meetings ___ Bills paid on time ___ Review of record keeping ___ Deposits made within time ___ Accuracy

Firefighter Protection Specialist ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Management of personal protective equipment for structural and wildland firefighting and issued communications equipment. Issue and inventory control, safety & readiness inspections, research & acquisition.

of 41 Safety information and notes

Authorizations & Access Firefighter Protection Specialist

Measurements __ Accuracy of issued equipment __ Timely acquisition of needed __ Accuracy of available inventory equipment __ Safety inspections

Ladders ( Return to Menu ) Prerequisites Requirements & Recommendations Required Level 2 Ladders class from NCDOI certification program

Overview of the job Scheduling of annual UL (Underwriter=s Laboratory) testing and repair of any reported damage that has been reported on the clipboard. Once a year, calls Underwriter=s Laboratory to schedule testing of ladders and assists inspector on test day. Ladders are inspected weekly by duty crews and are part of the overall "truck checkoff" Page 17 of 41 procedures. About repairs & special inspections A visual inspection of the ladder may reveal warping, discoloration, heat labels which have turned, obvious damage to halyards or malfunctioning moving parts. An inspection is also required after each use but would fall to the responsibility of personnel placing equipment back into service after the use. Mounting brackets that hold the ladders are also the responsibility of the person assigned the ladder duty.

Safety information and notes The primary hazard involved with ladder maintenance and checkoffs is from the weight of the ladder. Attic and 14' roof ladders may be moved by one individual. 24' 2 section extension ladders should be moved by two or more personnel. 24' 3 section ladders should have a minimum of 2 personnel but recommend 3 since these ladders are slightly heavier. 35' extension ladders should have a minimum of 3 personnel. Care should be taken not to bend at the lower back. Lifting force should be primarily from leg muscles. The latest revision of the Essentials of Firefighting should be reviewed for various lifting techniques

Safety during annual testing Certain parts of the testing require high stresses to be applied to the ladder. Unecessary personnel should move from the immediate vicinty in case of a ladder failure during testing.

Examples & info for meeting expectations or exceeding them Meeting Expectations Any repairs needed to ladders are completed and the annual UL tests are conducted. Repairs needed for the halyard are replaced with the appropriate knot or type of rope by the individual. Any suspected damage to beams, rungs, heat labels or hooks is examined and scheduled for retest by UL. Ordering replacement parts or ladder. Exceeding expectations Submitting a cost analysis of annual ladder testing to the Chief before the annual budget committee meetings to help anticipate costs or cost increases per foot for testing. Researching material for purchase of a new ladder that would come with a new apparatus. Cost analysis of what would be involved in testing a Ladder or LadderPlatform apparatus and forwarding that information to the Chief for budget planning. Conducting training drills using ladders or posting special bulletins or training articles to educate members on construction, strategy and tactics or special use of ladders.

Authorizations & Access Keys/Codes All entrance doors to facilities. Budgeting/Financial Cost of testing is a set amount from UL per foot of ladder. Person is authorized to arrange the scheduling of testing which will automatically create an invoice/bill from UL once completed. This individual is authorized to sign for some materials that are needed during the testing (Heat Labels Ladders

Measurements ___ Items on repair list taken care of ___ All ladders in good working order ___ Annual UL test (2ndQtr of year)

Medical Supply ( Return to Menu ) Prerequisites Requirements & Recommendations Required EMS certification level equal to or greater than SVFD provider level.

Overview of the job This job helps assure that medical equipment and supplies are available at both stations to restock medical supplies used during responses. As well, expiration dates for certain items (epinephrene, Combitubes etc.) are checked to assure no out of date quipment could be placed in service. Stocking Checkoff form once a month for both stations If repairs or servicing is required for any medical equipment this person makes phone calls, arranges Page 18 of 41 for shipping or any details to complete the process.

Authorizations & Access Keys/Codes All entrance doors to facilities, any storage room containing medical supplies, charging equipment etc. Budgeting/Financial Any decision involves awarenes of current line item balance from _____? Up to $250.00 individual discretion during fiscal year. Over $250.00 needs approval by the Fire Chief.

Measurements ___ Stations stocked appropriately ___ Research pricing/budget ___ Expiration datesEpi etc. ___ Room for St1 &2 is in order/organized

Portable Equipment ( Return to Menu ) Prerequisites Requirements & Recommendations Need to develop a training program for this duty.

Overview of the job Involves maintenance of portable powered equipment (Saws, leafblowers etc.) and any nozzles on each apparatus. Other shifts/employees are checking for presence, starting, letting the item run during the truck checkoffs but this individual occasionally changes fuel to assure freshness and some periodic maintenance of the tool such as air filters, chain sharpening/replacement, spark plugs or changing teeth in a nozzle or orings.

of 41 Safety information and notes Nozzles While repairing automatic fog nozzles, use caution due to high tension springs that may release or project items toward face or eyes, wear safety glass when projectile hazard is possible. Portable Equipment Keep open flame away from fueled products (gasoline etc). As with nozzles, chainsaws and other "pull cord to start" items contain tightly wound springs which may release into the face and eyes during repair or replacement of pull cords, wear eye protection. Use gloves or minimize exposure when handling hydraulic fluid and connections.

Examples & info for meeting expectations or exceeding them Any items listed on the clipboard for Portable equipment have been attended to Nozzles All nozzles have easy operating ball valves & bails (handles), do not leak more than drip or very small stream, fog nozzle teeth are all present and spin freely and are dirt free. Any nozzle on the exterior of an apparatus will have a ziplock or plastic baggie with a rubber band holding it in place to protect teeth and ball valves from road grit.

Authorizations & Access Keys/Codes All entrance doors to facilities, any storage room/cabinet containing tools or parts needed for repair/maintenance Budgeting/Financial Any decision involves awarenes of current line item balance from _____? Up to $100.00 individual discretion during fiscal year. Over $100.00 needs approval by the Fire Chief. Portable Equipment ___ Items on repair list fixed ___ Preventative maintenance completed

Preplanning Coordinator ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Coordination and supervision of information including drawings, contact information, safety issues/special hazards, strategy & tactics, water supply planning for commercial, industrial, schools and church buildings. Information is entered into a database, drawings are constructed and then placed on first out apparatus. This task requires an employee with good public relation skills, scheduling & organization, understanding of spacial relationships, measuring, drawing building shapes and layouts by hand in the field, entering & retrieving information from a database and drawing the building layout in a computer program. Information is used during emergencies and other incidents to effectively & safely conduct operations. Detailed drawings help prevent crews from becoming lost, exposed to certain hazards or used to assist the rescue of firefighters who are lost or trapped. The Coordinator is assisted primarily by Page 20 of 41 1. An individual focusing on drawing of facilities 2. An individual focusing on gathering written information 3. Assistants who may help any facet of the Preplan function

Safety information and notes Forklifts may be moving around in some industrial settings, use caution and pay close attention to your surroundings. Heavy or other industrial machinery may cause entanglement, entrapment, hearing loss, or eye injuries from projectiles. In industrial settings, request a safety briefing and adhere to local safety requirements ie. helmets, eye & ear protection.

Examples & info for meeting expectations or exceeding them Meeting expectation example Each business in the district has an updated information file and drawing once a year (no preplan is over 365 days old) and are present on required apparatus. The drawing is a two dimensional layout showing walls, doors, electrical shutoffs, special hazmat storage, firefighter hazards, hydrant locations, PIVs, FDCs and other basic sprinkler info. The drawing may be off a foot or two in large facilities or is not to exact scale but accurately represents the facility enough for firefighters to locate rooms, find their way out, locate important points or an incident commander enough info to give orders or direct a crew by radio. Each preplan is stored on appropriate apparatus in alphabetical order. 1 large or 2 small preplans are presented for review at each business meeting or arrangements for informal training sessions. Preplan coordinator does not have to be present if enough material is available for handout, fill in the blank questionnaire etc. New buildings/construction to have a preplan within 90 days of occupancy. Notifying members of important changes in a building that would effect operations or safety. Exceeding expectations example Meeting expectations first, then; Constructing special preplans that involve complexes or multiple exposures into one overall plan, water supply plans for large, multi structure incidents and other information useful on large scale incidents involving multiple buildings. Constructing drawings in Punch Pro software that are detailed, almost to exact scale and can be converted to 3D walkthroughs or 3D printouts in the preplan box that show items like top view with roof off etc. Providing aerial photos of the building=s roof and/or another showing a wider area for complex incident management. Building scale models for use in table top exercises. Integrating hazmat plans that include all floor drains, grates and other special that aids in containment or provides valuable info for RRT. All preplans updated every 6 months (No preplan older than 183 days). Not meeting expectations example Any preplan older than 365 days. A drawing missing doors, windows, FDC, standpipes or in any way does not accurately represent the present building layout. No training on preplans being disseminated to members. Multiple information fields left blank on form.

Authorizations & Access Preplanning Coordinator

Preplanning Coordinator Measurements ___ Dates due for info sheets ___ Produce reports requested Leadership 5 Foundation Blocks ___ Dates due for drawings ___ Information flow/education to ___ Example Setter ___ Quality of buildings drawings, site plans members ___ Encourage Involvement ___ Quality/completeness of info sheets ___ Distributing info to engines ___ Passion for what they do ___ Scheduling, contacting, Public Relation ___ Coaching & Mentoring skills ___ Engage in 2way communications

Preplanning Drawings ( Return to Menu ) Prerequisites Requirements & Recommendations

of 41 Overview of the job This task requires an employee with good public relation skills, scheduling & organization, understanding of spacial relationships, measuring, drawing building shapes and layouts by hand in the field, drawing the building layout in a computer program. Information is used during emergencies and other incidents to effectively & safely conduct operations. Detailed drawings help prevent crews from becoming lost, exposed to certain hazards or used to assist the rescue of firefighters who are lost or trapped. Quality drawings are an essential tool for scene management and the safety and survival of personnel. As this description is relatively new, judgement on success will depend on assignments and progress reported by the preplanning Coordinator.

Safety information and notes Forklifts may be moving around in some industrial settings, use caution and pay close attention to your surroundings. Heavy or other industrial machinery may cause entanglement, entrapment, hearing loss, or eye injuries from projectiles. In industrial settings, request a safety briefing and adhere to local safety requirements ie. helmets, eye & ear protection. When conducting field drawings near roadways, items should be used that would constitute compliance with traffic control standards in the SOG.

Examples & info for meeting expectations or exceeding them Meeting Expectations examples - Number of drawings meet assignments by PP Coordinator. Drawings should possess a two dimensional layout showing walls, doors, electrical shutoffs, special hazmat storage, firefighter hazards, hydrant locations, PIVs, FDCs and other basic sprinkler info. The drawing may be off a foot or two in large facilities or is not to exact scale but accurately represents the facility enough for firefighters to locate rooms, find their way out, locate important points or an incident commander enough info to give orders or direct a crew by radio. Drawing files are submitted to the PP Coordinator to allow distribution to engines. *Temporary A Meeting Expectation example @ - Preplans which do not have any type drawing will qualify as Acompleted@ if the plan contains an aerial photo of the facility. If another person completes the assignment of obtaining aerial photos, the Preplan drawer will revert to expectation of assignments given by the PP Coordinator. This temporary allowance will expire by April 2008... ie. All facilities should have a CAD drawing by that time. Exceeding Expectations example - Exceeding the number of CAD drawings assigned. Quality and detail of drawings are exceptional. Providing 3D images for training and preplan boxes. Constructing real models of facilities. Teaching or involving other members how to use the software.

Authorizations & Access Preplanning Drawing Measurements ___ Dates due for drawings ___ Number of drawings completed ___ Scheduling, contacting, Public Relation ___ Quality of buildings drawings, site plans ___ Produce reports requested ___ Distribution of drawings

Preplanning Information ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job As this job assignment has evolved out of assisting the Preplan Coordinator, primary judgement will be based on participation of gathering, entering and distributing (to apparatus) information.

Examples & info for meeting expectations or exceeding them Page 22 of 41 Authorizations & Access Preplanning Information Measurements ___ Dates due for info sheets ___ Produce reports requested ___ Number of preplans updated ___ Quality/completeness of info sheets ___ Distributing info to engines ___ Scheduling, contacting, Public Relation

Preplanning Assistant ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job As this job assignment has evolved out of assisting the Preplan Coordinator, primary judgement will be based on participation and assistance.

Preplanning Coordinator Measurements ___ Quality of buildings drawings, site plans ___ Number of drawings assisted/completed ___ Quality/completeness of info sheets ___ Number of info sheets assisted/completed ___ Distributing info to engines

Pump Maintenance ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job (3rd & 7th shift of month for normal checkoff, 3rd shift for monthly pump checkoff) inspections and record keeping. The person completing this task is responsible for seeing the pump portion of an apparatus is properly working, ready for service and receives necessary maintenance procedures. The Apump@ includes shifting mechanisms or air lines which engage or disengage the operation of the pump, pump gear box, upper assembly which contains the impeller, all discharge and intake valves & handles, PSI gauges, primer, booster tank, tank level indicators, plumbing, drain lines. On engine 62, will also include the Pnuemax compressor, Hale Foam porportioner and any functions of the Compressed Air Foam System. Under the SVFD Standard Directory/Duty Forms/ may be found the SVFDPump Maintenance check form which outlines weekly, monthly and annual procedures. During weekly procedures, a basic overview of the pumps is conducted. Pump shifts into gear, indicator lights work, builds pressure normally and no leaks. During Monthly procedures, weekly procedures are conducted then certain items are lubricated, intake screens are cleaned, the pump is backflushed by flowing water into a discharge and out an intake to dislodge debris, a vacuum test is conducted with the pump casing empty of water to determine pressure loss, pump packing test is conducted to determine proper drops per minute from the pump packing during operation, oil level in the lower

of 41 gear case of the pump is checked and oil added if necessary, drive shaft bolts connected to the pump are inspected for tightness, on E62 the PolyChain drive tension is inspected. During Annual procedures, all weekly and monthly procedures are conducted. The oil level in the Auto Lube assembly (keeps one end of the shaft containing the impeller to be lubricated) is checked and oil added if needed. Calibration of gauges is checked. The pump gear box is drained of oil and replaced with new. All drain lines are individually tested/checked for proper drainage. A AService test@ is conducted where each apparatus is taken to a water source, lines connected and tests are conducted to determine the pumping capacity.

Safety information and notes Place a wheel chock under the apparatus during pump engagement.

Pump Maintenance Measurements General Management/Periodical ___ Knowledge of pump operation ___ Items on repair list attended to ___ Service tests conducted ___ Monthly pump checks completed ___ Annual fluid changes (GearcaseAutolube) ___ Working order of pumps ___ All records entered/accounted for

Rope & Equipment inspection ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Information is entered in an A5 database each time there is an inspection or a use of any rope. The purpose of the inspection to assure equipment is safe to be used in the next operation and the inventory is maintained. Ropes not meeting the satisfaction of the inspector are placed out of service and destroyed and a notice for purchase of a replacement is forwarded. A rescue rope on an apparatus that has been used and has no damage or has been in service for several years may be moved to the training department if deemed acceptable for training use. Training ropes receive far more use and can be replaced by ropes from an apparatus to help keep inventory newer. Each rope contains a specific #ID and should be visible on either end of the rope. About hardware inspection There are multiple pieces of hardware that receive a generalized visual inspection. Though the inspector cannot judge exactness of metal fatigue or fractures, suspicious hardware may be Xrayed (if a reasonable resource is available, considering the cost of an Xray may be more than simply replacing the hardware with a new one and the old discarded) or replaced if knowledge of a hard impact from dropping or overloading is known. The hardware should be kept in an organized fashion in some type of storage containers or bags. Locations or arrangements of the hardware may be changed as long as the change information has been passed on to other shifts and members. About record keeping As stated above, each inspection or use of a rope is documented in the database. The information is necessary to evaluate the history of a rope to aid in decisions of replacement, to accurately report inventory and locations of ropes etc. When a rope is taken out of service and destroyed, the history of that rope

of 41 and it=s demise will remain in the record for proof that we inspect and disqualify ropes not meeting our safety expectations.

Examples & info for meeting expectations or exceeding them Meeting expectations example Each rope has a unique ID# on each end and is documented in the database along with it=s last location, manufacturer, length, size & color. Each rope is inspected monthly and documented. Any ropes not meeting criteria are removed from service and destroyed. Inventory of hardware is maintained and organization of the equipment makes it easy for an individual to find equipment during an emergency. The history of a each rope can be printed at any time. Any use of a rope is documented in the database. Considering that other personnel using a rope may not properly report it, any system developed for personnel to easily report the use is needed. Exceeding expectations example

Rope Inspection Measurements Rope & Equipment inspection ___ Database reflects all activity ___ Inspection periods completed ___ Organization of related equipment

SCBA MaintenanceInspection ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job (2nd, 4th, 6th, 8th BShifts), This job assures proper working order and readiness of airpacks, air supply and refilling systems and related equipment. This individual is more of a manager of airpack information, maintenance and repair rather than the individual that is assuring the airpack is in place each day. Individual members are required to properly place an SCBA back in service, fully filled, cleaned and straps extended and if problems occur with the SCBA, they report it on the reporting clipboard for this person to notice and handle a problem. Although other shifts and personnel perform a basic check on each airpack on their assigned apparatus, this job task includes a monthly"preuse" check as outlined on the form C:\SVFD Standard Directory\Duty Forms\02 Duties\SCBA Maintenance\monthly checkoff.wpd. This person schedules yearly maintenance procedures as per the manufacturer's recommendations

Safety information and notes Compressed cylinders

Examples & info for meeting expectations or exceeding them Meeting Expectations All SCBA on any apparatus or for use in training programs are in proper working order or Page 25 of 41 taken out of service immediately. Monthly preuse is performed each month. Annual services are scheduled and conducted. Any reported repairs on the clipboard are addressed by the next shift worked for the person assigned this task. Addressed means repair completed, parts ordered or a contact made to the manufacturer or distributor in which a question needs answered but maybe they have not responded yet.

Authorizations & Access SCBA MaintenanceInspection

SCBA maintenance Measurements ___ Annual Flow tests conducted ___ Issues on clipboard are attended to

Station Maintenance ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Inspection of general maintenance issues at both stations. Lighting, appliances, heating/AC, air filters, Emergency generator, Smoke/CO detectors, extinguishers (and vehicle extinguishers for hydro/inspection) and general items that may concern station operation or safety. (Conducted 1st & 5th Shift of month). The person completing the task completes the inspection by using the latest version of the checkoff sheet provided in the Standard Directory and once a month, records the CFM reading on the water meters and reports it to the Fire Marshall's office. Aside from the issues listed on the form, the general safety aspect around the station includes items such as; replacing/removing extension cords which may have cuts or improper end connectors, pathways or exits blocked or obstructed, fixing loose handrails, door knobs and other items of safety or station operation. The individual will assure that a log/clipboard is posted and available for other persons to report station maintenance problems. This individual checks the AStation maintenance reporting@ form and provides attention to any unfinished tasks on the clipboard. Occasionally the person assigned this duty will conduct basic research for product replacement or get quotes for projects that require external expertise to perform.

Safety information and notes Do not perform electrical or other hazardous details that you are not familiar with. Check with your Supervisor. Any repair or function that has potential for projectiles, small particles and any other material that may enter the eyes requires the use of eye protection. Particles falling from ceiling tiles or granular insulation, wood saws, Page 26 of 41 chisels etc. Follow proper rules for ladder use (Angles, heeling and max step to work from)

Examples & info for meeting expectations or exceeding them Meeting expectations Replace or repair items that would be applicable to an average person such as changing light bulbs, tightening screws/bolts, moving opbjects from a pathway for fire escape, securing O2 bottles with chains, arranging to have fire extinguishers hydrostatically test and inspected, greasing or oiling a device etc. Person looks at the clipboard where issues are reported for building maintenance problems and acts on them within a reasonable time frame, ie. door knob loose can be immediately taken care of, bulb out can be immediately take care, Bay door not working may be a breaker but after calling for door company, may have to wait for them to repair the problem or other situations may not have resource immediately available to complete task. Person may be assigned to research basic issues or call for quotes on products. As a safety note, an employee should not exceed their capabilities Exceeding expectations Actions that are considered beyond the ability of an average person such as not just changing a light bulb but having to change a ballast, replacing an electrical outlet or breaker, framing a door during replacement, replacing or repairing vinyl siding etc. Other special projects may be considered exceeding such as replacing multiple ceiling tiles, landscaping projects, involvement in renovation or building committees.

Station Maintenance Measurements ___ Monthly station inspections forms competed ___ Attended to issues on the report clipboard ___ Safety while performing maintenance

Vehicle Maintenance ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Involves basic maintenance of all department owned vehicles or assuring that some repairs are forwarded to the proper facility or company. Scheduled events may occur such as rotation of tires on a milage basis, changing oil etc. The individual will assure that a log/clipboard is posted and available for other persons to report vehicle maintenance problems. Each shift, the employee checks the log and focuses on handling the reported problems. This individual will be capable of changing bulbs, fuses, tightening bolts, cleaning battery terminals or replacing a battery, using a grease gun, refilling fluids, changing filters etc. The employee should communicate with the Chief regarding the maintenance budget, order needed parts or supplies. This task involves basic abilities at problem solving mechanical issues and preventing maintenance problems or outofservice time for any vehicle while assessing when outside resources are needed to repair a problem. Will have knowledge or access to information regarding warranties from manufacturers, contacts and maintain any manuals that came with the apparatus (Pump information from those manuals will be kept by the pump maintenance individual).

Safety information and notes Safety glasses during any event that may produce projectiles. Ignition sources around flammable liquids.

Examples & info for meeting expectations or exceeding them Meeting expectations General problems reported on the clipboard are handled within one week, reported problems which affect safe operation (serious breaking problems, both headlights out etc) are handled immediately. Page 27 of 41 Authorizations & Access

Vehicle Maintenance Measurements Record Keeping Safety Issues Work Environment ___ Items on report log repaired, attended ___ Use of Eye protection when needed ___ Shop area organization ___ Record keeping ___ Chock blocks, vehicle stabilization ___ Organization of tools and equipment (Can show activity for year)

Vending Machines ( Return to Menu ) Prerequisites Requirements & Recommendations

Overview of the job Keeps vending machine stocked with drinks, chips, candy etc. Counts monies and submits funds to FF Fund Treasurer. Funds needed for stocking are acquired from the Treasurer.

Water Rescue Resource Coordinator ( Return to Menu ) Prerequisites Requirements & Recommendations Certified as or beginning Divemaster training level

Overview of the job Coordination/Maintenance of dive & water rescue equipment and preincident planning. Involves readiness of SCUBA setups on Squad 6, organization of dive equipment at the station and assesment of equipment and maintenance procedures that need conducted.

of 41 Safety information and notes Pressurized cylinders

Water Supply Planning ( Return to Menu ) Prerequisites Requirements & Recommendations Written exam and skills evaluation (need to create) Training program to develop knowledge and skills for this duty and assure consistency in formulas, guage readings, safety issues around traffic etc.

Overview of the job Testing, Inspection and Record keeping for fire hydrants to be used during fire suppression efforts. Following guidelines from AWWA (American Waterworks Association) & NFPA. This duty is more seasonal or fluctuated during the year for weather influences. Testing (AWWA Chapter 6) refers to actually flowing the hydrant, recording appropriate readings and when entered into the database, gives the GPM of the hydrant. Each hydrant is flow tested at least every 5 years (AWWA recommends 10yrs but we require 5yrs). Inspection (AWWA 5.3) refers to weedeating/spraying, clearing brush, general operational function, painting and forwarding documentation to be recorded. Record keeping refers to entering all testing and inspection information into the A5 database, producing reports for field work, history and current hydrant status. The hydrant information entered is essential for information needed to complete preplans, where the individual responsible for that database checks the most current hydrant information and updates the preplan of a business. The hydrant information is also forwarded to the individual taking care of street maps so their location may be available to all members.

Safety information and notes While on or near any roadway during testing/inspection, a traffic control vest should be worn. Vehicles or functions should not take place in curves or dangerous locations without application of principals outlined in the Traffic Control Manual from the SOG appendix. Use caution and do not stand in front of appliances attached to a hydrant. In the event that thread damage or metal fatigue has occurred, an appliance may become a projectile when pressurized.

of 41 Examples & info for meeting expectations or exceeding them Meeting expectation example Each hydrant receives the annual inspection and is recorded into the database within 2 weeks of the inspection. Every hydrant in the district should not be obstructed from view from responding apparatus from at least 25' either direction on the roadway by vegetation or other objects. Color of the bonnet should easily indicate the range of GPM from the same distance. Color of caps should indicate whatever system of identifying National Standard threads or Asheville thread and hydrant should function. Hydrants deemed as out of service are painted black and the proper form submitted to the water department. New hydrants installed should have information within 90 days. The initial flow test from the installer may me used for the first record and then appropriately painted. A report can be printed at anytime with the latest testing information. Exceeding expectations example Meeting expectations first, then; Assisting in updating information to be contained in the SVFD Street Directory so each member or apparatus driver will have better knowledge of hydrant locations; Creating coverage overlays for district maps which show areas covered within 1,000 of a hydrant or maps which show that, plus color schemes of hydrant flow ranges by coverage area; Providing information to the preplan coordinator on the effects of multiple hydrants used on a particular large complex fire plan of a business; Creating water supply and distribution plans that include water shuttle fill points or special plans for relay pumping operations; Creating water supply plans for the interstate, by combination or either water shuttle or areas we could access a hydrant and hand lay line to the interstate for a closer fill point, that would be useful in situations such as a gasoline tanker fire; Creating board games or other special methods to help educate members on the water system, hydraulic knowledge and water supply operations; Coordinating a dry hydrant installation at a pond or lake for areas not covered by hydrants.

Authorizations & Access Keys/Codes All entrance doors to facilities, any storage room containing hydrant testing devices and supplies. Budgeting/Financial Any decision involves awareness of current line item balance from _____? Up to $150.00 individual discretion during fiscal year. Over $150.00 needs approval by the Fire Chief. Water Supply Planning ___ 5 year test on track ___ Records accurate Water Supply Coordinator Measurements ___ Dates due for testing Leadership 5 Foundation Blocks ___ Special maps/studies conducted? ___ Dates due for inspections ___ Example Setter ___ Record accuracy ___ Encourage Involvement ___ Attention to new installations ___ Passion for what they do ___ Produce reports requested ___ Coaching & Mentoring skills ___ Painting & weedeating ___ Engage in 2way communications ___ Distributing info to Preplan group ___ Compliance with NCDOI inspection needs

Wildfire UI Planning ( Return to Menu ) Prerequisites Requirements & Recommendations S-130, 190, L-180, S-205 or Urban Interface course Recommended: Fire & Life Safety Educator 1, Knowledge of Firewise program

Overview of the job PreIncident planning which will aid in wildland firefighting & UrbanInterface incidents and provide contacts with the community providing prevention materials and information. Plans include assurance that street/road maps are accurate, house numbers & structures are identified on maps in high potential/hazard areas, logging roads and other potential control lines are mapped. Areas are assessed for staging areas, water supply, structure that cannot be accessed with typical apparatus, bridges that cannot be safely crossed. As this is a new assignment area, judgements will be on an assigned basis. Page 30 of 41 Safety information and notes

Wildland Urban Interface Planning Measurements ___ Street database current ___ Identify primary developments to plan ______Distribution of street info

Performance Aspects ( Return to Menu ) The following are samples of rating factors and example standards taken from a variety of sources. These terms and ideas can be used to express details during your self evaluation or when evaluating an employee.

Overview of terms - Descriptions and details on following pages GENERAL Planning & Organizing Adaptability Problem Solving & Decision Making Assertiveness/Motivation Productivity Attendance Quality of Work Communication Quantity of Work Creativity Resourcefulness Dependability/Initiative Responsibility Job Knowledge Safety Judgment Stress Tolerance Initiative Time Management Interpersonal Relations Meets deadlines Management Skills Work Habits TEAM BASED FACTORS Consensus Building Teamwork Working with Others/Cooperation SUPERVISORY FACTORS Cost Effectiveness Delegation & Supervisory Skills Development of Subordinates Leadership Performance Appraisals Staff Development Page 31 of 41 Supervising Staff Relations

GENERAL Adaptability instructions Efficiency with which employee works under stress Makes oral and written communication clear and easy to and responds to change. understand Receptive to change/new ideas Assesses and takes steps to improve ability to Shows poise and/or courtesy in tough situations communicate (written and verbal) so ideas and Demonstrates ability to modify behavioral style and consultations are conveyed with precision and efficiency approach to goal Creativity Assertiveness/Motivation Extent to which employee generates workable and Degree to which the employee pursues goals with innovative ideas, concepts and techniques. commitment and takes pride in accomplishment. Attempts to simplify and/or improve procedures and Takes initiative eagerly techniques Demonstrates orientation to achieve results Initiates new and creative ideas or procedures to enhance Behavior reflects a desire to excel on the job the department or organization Works steadily and actively Looks for new solutions to old problems Demonstrates selfconfidence and positive attitude towards self and others

Attendance Extent to which employee can be depended upon to be Dependability/Initiative available for work and to fulfill position The extent to which an employee effectively and responsibilities. enthusiastically accomplishes assignments with minimal Reports to work on time supervision. Communicates schedule changes promptly to Independently contributes ideas and projects supervisor Adapts to change Maintains regular attendance Followsthrough on work assignments Shares ideas and suggestions Communication Takes on new responsibilities The extent to which the employee effectively listens, Willing to assist coworkers conveys and receives ideas, information and direction. Job Knowledge Seeks to clarify and confirm the accuracy of their The demonstration of technical, administrative, understanding of unfamiliar or vague terms and managerial, supervisory, or other specialized knowledge

of 41 required to perform the job. Consider the degree of Sees and acts upon opportunities job knowledge relative to length of time in the current Independently contributes ideas and projects position. Able to answer difficult questions Promptly undertakes problems and devises solutions Effectively learns new skills Acts independently within established guidelines Maintains uptodate job related information Interpersonal Relations Judgment The degree to which the employee shows understanding Ability to analyze problems or procedures, evaluate and sensitivity to needs and problems of others. alternatives, and select best course of action. Actions are intended to calm, diffuse, and be helpful Uses of logic and common sense in decision making Interacts positively with people in different situations Makes appropriate and consistent decisions Accepts and acknowledges suggestions from others Obtains and evaluates pertinent information to Works cooperatively and effectively with others to determine source of and alternative solutions to achieve unit goals problems

Initiative The degree to which the employee independently Management Skills performs and accomplishes assignments. Requires minimal supervision Extent to which employee demonstrates effective Attains conclusive measurable results management abilities and overall results. Maintains control and work pace Effectively sets goals and establishes priorities Completes assignments on time and to specifications Improves work methods Achieves expected results Quality of Work Plans and administers budgeted funds The ability to set high standards for own personal Implements costsaving procedures, expense control, performance; strive for quality work; put forth extra etc. effort to ensure quality work. Develops and implements new solutions, procedures Planning & Organizing and concepts The extent to which the employee plans, organizes and Demonstrates accuracy, thoroughness, and reliability implements tasks or programs. Shows organization and completeness Demonstrates effective use of time and facilities subject Pays attention to detail to their control Consistently delivers what is required when required Meets deadlines Maintains a clear grasp of daily tasks Prioritizes duties in a manner consistent with Quantity of Work organizational objectives The volume of work produced by the employee, along Effectively manages tasks or program assignments with his or her speed, accuracy and consistency of including followthrough and delegation output. Accomplishes work in an organized, timely manner Problem Solving & Decision Making Produces necessary results in spite of unforeseen Degree to which employee demonstrates ability to changes clearly isolate, define and seek solutions to problems. Alerts appropriate team member if deadlines need to be Effectively identifies & evaluates alternative solutions renegotiated to accomplish work with higher priority Makes decisions consistent with skills and experience Recognizes decisions that have to be deferred until all Resourcefulness pertinent facts are gathered and analyzed Consider the degree to which employee is a source of Flexible in modifying decisions supply and support to the department, customers, and/or the organization as a whole. Productivity Masters difficult situations in a timely and effective Degree to which the employee produces the expected manner quality and quantity of assignments. Answers questions and deals with problems effectively Page 33 of 41 stability under time and/or pressure and opposition. Responsibility Demonstrates composure and good judgment in Degree to which the employee demonstrates stressful situations dependability in work performance. Maintains appropriate response and outcomes during Completes work in a timely, capable and reliable encounters and/or periods of high levels of pressure manner Time Management Adheres to instructions Ability to adhere to responsibilities in a timely manner. Maintains regular attendance Meets deadlines Manages multiple tasks with accuracy and efficiency Safety Work Habits Degree to which employee adheres to safety and health The manner in which an employee conducts his or regulations. herself in the working environment. Maintains and observes safety and health standards Displays professionalism Notifies others when violating safety and health Demonstrates effective time management skills regulations Shows positive attitude Stress Tolerance Maintains regular attendance Degree to which employee's performance demonstrates Meets productivity standards

of 41 Consensus Building work performance. The extent to which the employee builds and maintains Develops and implements or assures appropriate work relationships and contacts needed to effectively training or development plans and programs address problems and opportunities associated with Provides appropriate support for employee to reach their position. his/her potential and goals Actively resolves workplace conflicts Willingly undertakes assigned projects Leadership Supports organizational goals and endeavors Consider the employee's ability to direct the operations, activity and performance of others. Teamwork Gives direction without conflict The degree to which the employee works well in a team Creates environment that guides employees to setting. accomplish unit and individual goals Interacts and exchanges idea Observes the abilities and ideas of fellow team Performance Appraisals members Degree to which employee prepares thorough and Works fairly and attempts to share an equal workload objective annual appraisals. with others Provides informal performance feedback on a regular Acknowledges good performance and discusses Working with Others/Cooperation performance problems Extent to which employee works cooperatively with Prepares precise written annual evaluations customers, coworkers and the public. Gains confidence and trust of others Staff Development Recognizes strengths and limitations of self and others Degree to which employee provides opportunities to Exhibits appropriate sensitivity to others' feelings challenge subordinate's capabilities and develops the Focuses on performance rather than personality in knowledge and skills necessary for career relating to others development. Identifies training programs to improve subordinate's SUPERVISORY FACTORS performance Cost Effectiveness Defines and communicates standards of performance Extent to which employee seeks best use of materials, and assists employees in achieving these standards equipment, and staff to maximize efficiency and Encourages and supports staff participation in job effectiveness. related activities Uses effective materials to enhance department and/or job performance Supervising Staff Relations Establishes budget and/or functions within the budget Consider the extent to which the employee effectively oversees and facilitates staff. Delegation & Supervisory Skills Shows fairness and impartiality in interactions The extent to which the employee shows the ability to Demonstrates interest in other=s welfare effectively authorize work and supervise subordinates. Elicits staff input where feasible Clearly defines responsibilities and authority limits Responds to staff suggestions and complaints in a Makes effective assignments to subordinates based serious, sensitive, and timely manner upon demonstrated skills and knowledge Facilitates staff adaptability Motivates employees to think and work independently Anticipates staff problems and takes preventive Recognizes individual capabilities and assigns work measures accordingly Resolves disputes among employees Counsels employees in both positive and negative Handles corrective discipline and employee grievances circumstances Appraises performance and individual contributions Preparing to conduct a performance review ( Return to Development of Subordinates Menu ) Consider the employee's ability to effectively evaluate skills, knowledge, aptitudes, interests and When you are the person being evaluated developmental needs bearing on individual and group  You should be notified of: recommendations that would make  purpose,  date, time, possible the job task more effective or have duration  location  time period covered (ie. descriptions as to why some areas July 06-June 2007) did not meet expectations.  List some goals & objectives you  Your supervisor will give you the would like to achieve during the next evaluation following material period.  Access to the AEvaluation & Job Examples: certification Description Index@ achievements, knowledge & skills, C:\SVFD Standard Directory\ Duty projects, public speaking skills, Forms\Evaluation System\Evaluation and Job Description Index.pdf teach a class, pursue the degree or program, become more proficient www.svfd.net/SVFD SD/SVFD SD Web at pumps or land search techniques index.pdf (Where you may link to other documents) etc. or www.svfd.net/SVFD SD/Duty  Submit the 1. Self Eval form & 2. Forms/Evaluation System/Evaluation and Job Description Supporting documentation, to your supervisor. Index.pdf  During the review  Your custom blank evaluation form  The Supervisor will have already  You will review and complete the combined the information you following before giving it to your supervisor on have provided and he or she has. the next shift: The Supervisor will have already  Read the job descriptions for areas completed the evaluation form, contained on your custom evaluation form therefore it is important that you  Review Akeypoint measurements@ at have provided information and the end of each job description. needs ahead of time with the self evaluation form. The completed These Akeypoints@ will help summarize expectations from the evaluation may be adjusted after longer details of each job attending the evaluation session description. but the more accuracy provided by you, the more likely the final  Review paperwork, notes or other fact evaluation will reflect a fair and & data. Provide examples of areas complete summary. in which you feel you would not meet, meet or exceed expectations.  The Supervisor does not have control Thank you letters or cards, over monetary rewards such as examples of projects undertaken percent raise amounts, only the or areas you feel you have evaluation of your performance. exceeded expectations, times you The Board of Directors make were late. decisions for a raise. Please remember, the more  Appealing your evaluation information you provide along  After discussing any issues with your with your supervisor=s Battalion Chief and you disagree information, the more accurate the with the evaluation, you may evaluation will be. appeal (in writing) to the Deputy You may review APerformance Chief who will review facts and aspects @ section of this guide to give you ideas provide a decision. for terminology  If you are not satisfied with the  Complete a self evaluation using the Deputy Chief’s decision, you may form further appeal to the Chief.  List or describe needs for your job  If you are not satisfied with the responsibilities. Example: You Chief’s decision, you may appeal need a tool to perform a task better to the Personnel Committee from or safer, you have the SVFD Board of Directors who will make a final decision. to employee=s goals and objectives. Focus on the overall picture by identifying key strengths and root skills to be developed.  ... A Pitfalls & Errors @ during evaluations Summarize, Pre-Rate & Prepare (After the employee has submitted their self evaluation and information.) Preparing to conduct a performance  Review the employee=s self evaluation form and information submitted review ( Return to Menu )  Summarize the data and fill out the evaluation form Decide an overall rating... When you are the person evaluating  ..for each assigned job/position.  ..Extra duties or special projects and other  Provide employees with access to their considerations outside of the descriptions Performance Evaluation forms and Evaluation A  ..an overall rating consolidating all aspects & Job Description Index@ and review the Prepare... When you are the person being evaluated A @  ..written comments that summarize checklist. accomplishments and areas of development cite B  Have them submit the material on the next specific examples. shift  ..a plan for the Performance Evaluation discussion  Make sure they can contact you with any  ..a plan for how you will get the employee involved questions that arise while completing their self in the discussion. evaluation  ..notes for the discussion which include:  Request that the employee review his/her job description and previously set goals/objectives  Key strengths and accomplishments. to use as a basis of their selfexamination.  Problems, causes, solutions, areas for During the first review ever conducted, such improvement. goals or objectives outside of the main  Action steps and developmental goals. description may not be applicable.  Prepare suggested followup plans for future goal  Request that the employee come prepared to setting, etc. discuss their:  Arrange for staff coverage if possible to lessen  Accomplishments and/or examples of interruptions (Phone calls, FR calls, walk ins) meeting or exceeding expectations  Review material with your supervisor and ask for  Concerns of problems B possible causes and recommendations or any ideas that will make the solutions evaluation succesful)  Development goals B things they would like to learn and do in the future. Conducting a performance review Supervisors Preparation (While they perform their ( Return to Menu ) Self Evaluation) Review... When you are the person evaluating (During the  ..the employee=s job descriptions and evaluation evaluation) form.  ..accuracy of descriptions and if only certain time  Set the climate: periods apply (ie. They were assigned a task halfway  Provide a comfortable atmosphere through the year)  Put the employee at ease  ..the employee=s performance data (notes, letters,  Ensure no interruptions take place e-mails, photos, reports, etc.)  Eliminate physical barriers between you and  ..notes from coaching sessions or informal your employee. interactions with employee

 ..previously set goals and objectives. Assemble

quantity/quality/time measure of results related  Get started:  In most instances, begin on a positive note.  Be friendly, be yourself, be sincere PERFORMANCE APPRAISALS ( Return to  Point out any recent significant positive Menu ) performance. A. The Isolated Incident  Stress your desire for twoway A rating should not be based on a few isolated communication performance incidents. When this is done, the rating is unfairly influenced by nontypical instances of favorable or unfavorable performances. While isolated  Obtain the Employee's view: incidents are documented and reviewed, frequency and  Encourage the employee to point out any severity are evaluated but a rare occurrence should accomplishments of which you are not A @ not dominate the positive aspects during other times. aware or which needs further description from information already B. The "Halo" Effect provided. Halo error (or circle effect) occurs when a supervisor  Clarify what you think you've heard allows his or her assessment of one trait or  Review their self evaluation together characteristic to influence the assessment of the same  Discuss the employee's career goals and objectives. person in other traits or characteristics.  Plan specific job assignments or activities which support the employee's objectives C. The "Central Tendancy"  Point out opportunities for training or education Central tendency is the error of rating all individuals at that will assist the employee. about the center (average) point of the scale either because the rater fails to look at enough detailed If necessary, make any additions, corrections, and performance data to differentiate, or simply because it's deletions to the ratings or comments on the "easier" to rate everyone at the middle of the scale. Performance Evaluation Rating Form. (Information should be complete during this evaluation, however, D. Rating the Job and Not the Individual discovery of new information or clarifications may Individuals in higherrated jobs are often considered need to be made. If this is the case, finalize the superior performers to those in lowerrated jobs. This evaluation form or documentation after the session and normally means that confusion exists between the complete the signatures later that day or at the latest, performance appraisal and how the job has been the next shift.) evaluated. The focus should be on what the person has been asked to do and their expectations in that job, not Finalizing...... how difficult or important it is. Job difficulty will often be rewarded in other manners. Employee and supervisor sign the last page of the approved evaluation form (if complete). E. Length of Service Bias Employee receives copy of completed evaluation form There is a tendency to allow the period of an (all pages). individual's employment or service time to influence Submit completed performance evaluation form to the rating. Normally, performance levels should be your supervisor which will then be filed with the Chief. higher as an individual gains training and experience, but this is not always the case. Longevity can be rewarded through specific AThank you for your service time@ incentives or bonuses but in each case, the person should be evaluated based on what they are asked to do and how well they do it in each time period evaluated.

F. Personality Conflicts Avoid judgments made purely on the basis of personality traits. Effective, efficient employees do not necessarily agree with everything a supervisor believes in or states.

G. Leniency error PITFALLS AND ERRORS DURING Leniency error (or severity error) occurs when a supervisor consistently evaluates all subordinates at the M. The AElusive Pinnacle@ error high end of the rating scale (or low end of the scale). This occurs when a supervisor sets a standard that no Being lenient or unrealistic can detrimentally be used employee could ever reach the level of Asuperior to make a supervisor appear successful in employees performer@ or Aconsistently exceed expectations.@ For achieving objectives. The effects of lenience error are: example: on a 1-5 scale, the supervisor will never (1) to force ratings so drastically toward the top award a 5 regardless of how hard or well an employee or bottom of the rating scale that they are valueless performs. If an employee achieves stated expectations (2) to create unrealistic employee confidence at that level then they have earned it. when improvement in performance is really needed and quite possible.

H. Similarity Error Similarity error is a bias in favor of individuals who the supervisor perceives to have similar personal characteristics to him or herself, or a bias against those the supervisor perceives to be different from him or herself. Differences or similarities should be based on defined expectations.

I. Unfamiliarity error Unfamiliarity error is a lack of knowledge or understanding of the job task he or she is evaluating. The results of this error can create central tendency or leniency error because the supervisor cannot truly evaluate the task.

J. Grudge Error Grudge error occurs when a supervisor's performance evaluation was poor and unfairly relates it as the employee's fault. The supervisor lowers the employee's rating lower than should be.

K. The ASurprise@ error The ASurprise@ error occurs when a person is evaluated on a task or expectation they have not been made aware of. A Anew@ expectation or level of achievement What do the categories 1 through 5 mean? should have been clearly identified earlier. An ( Return to Menu ) individual should be evaluated only on what they have Note: These descriptions and definitions are subject to been asked to do, how they were supposed to have final review by the Board of Directors performed and ultimately how they did perform. Basic meaning Examples/Further description

L. The ALaw of Recency@ error 1 Never meet expectations A complete failure in a given task or position. This rating means the employee does not meet expectations appx 80-100% of The Law of Recency error occurs when only what has the time. The person has adequate resources, knowledge, direction and time to perform the task but still fails. At this level of been achieved or not achieved in recent day or weeks performance the individual will most likely lose a position or employment at the recommendation of the Chief to the Board reflects the evaluation, not the entire specified of Directors in which they will act at their discretion. evaluation period. If a person is expected to have 1.5 Frequently below expectations A general failure in a task or position. This rating means the employee does not meet expectations appx +/- 30-80% of the performed in a consistent manner throughout the time. The person has adequate resources, knowledge, direction and time to perform the task but frequently fails. This level period, the entire period should be evaluated. For of failure can also place a position or employment at risk depending on severity, frequency and potential for improvement. example, an employee has reported late to work several 2 Occasionally below expectations This level could be referred to as a times during the evaluation period but in the last month serious and blatant safety violation. This rating means the employee does not meet expectations appx +/- 10-30% of the they have been on time. The evaluation should reflect time. the entire period. Rating@ affects the AOverall rating@ ( Return to Menu ) The AOverall Rating@ is not just the average of each rating such as an individual receiving a A4" and a A2" would not simply average out to a A3.@ When determining the AOverall Rating,@ the particular weight of each task & position is assessed. Frequently exceeding expectations while performing your primary assigned job or position may increase the AOverall Rating@ more than another area. An AOverall Rating@ below a A3" would not receive a recommendation to the Board for a performance bonus. Any APosition or Task Rating@ which receives a A1.5" or below would constitute a recommendation not to receive a performance bonus regardless of exceeding expectations in other areas. Receiving a A2" in a given area may exclude a performance bonus depending on the same factors.

2.5 On rare occasions below expectations This does not refer to a mild, one-time incident as referred to as the does not meet expectations appx +/- 5-10% of the time.

3 Meets expectations Essentially means a person did what they were asked to do. While this level does not necessarily mean perfection in every aspect, the person is considered

3.5 On rare occasions exceeds expectations This rating means the employee exceeds expectations appx +/- 5-10% of the time.

4 Occasionally exceeds expectation With most areas or keypoints meeting expectations, this person would have excelled, provided extra effort, or performed above expectations on some issues. Example: With several keypoints addressed, most have met expectations but a couple keypoints can provide evidence that the individual is doing more than expected in a substantial way. This rating means the employee exceeds expectations appx +/- 10-30% of the time.

4.5 Frequently exceeds expectations This rating means the employee exceeds expectations appx +/- 30-80% of the time.

5 Always exceeds all expectations Considered a superior performer all year in almost all keypoint areas without even any minor areas falling below expectations

Ratings contain an appx % of the time/quality of meeting expectations. These are provided as a general idea for each task or position. Performing a task at 10- 25% would generally fall into a A2.@ Certain keypoints of an area will apply different percentages, for example: 1. Reporting to work late 10% of the time would be more applicable to a A1.5" or Afrequently below expectations.@ 2. Not wearing your seatbelt 5-10% of the time is not acceptable, it must be worn 100% of the time, therefore will greatly reduce that area.

Some Examples of how each AJob Task or Position your Atotal job.@

As each job task or position is reviewed, the final rating is effected when each sub area is applied. Not necessarily in the order or results shown in the examples, each Aoverall rating@ is unique to the combination of different jobs, how the jobs were completed and the general percent each area makes up