Fire Tactics
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NFIRS 5.0 Self-Study Program Introduction and Overview
U.S. Fire Administration NFIRS 5.0 Self-Study Program National Fire Incident Reporting System October 2006 National Fire Incident Reporting System (NFIRS) 5.0 Self-Study Program Department of Homeland Security United States Fire Administration National Fire Data Center Contents – NFIRS 5.0 Self-Study Program INTRODUCTION & OVERVIEW ............................................ Intro-1 BASIC MODULE: NFIRS-1 ......................................................1-1 SUPPLEMENTAL FORM: NFIRS-1S ..............................................1S-1 FIRE MODULE: NFIRS-2 .......................................................2-1 STRUCTURE FIRE MODULE: NFIRS-3 ........................................... .3-1 CIVILIAN FIRE CASUALTY MODULE: NFIRS-4 ......................................4-1 FIRE SERVICE CASUALTY MODULE: NFIRS-5 .......................................5-1 EMERGENCY MEDICAL SERVICES (EMS) MODULE: NFIRS-6 .......................... .6-1 HAZARDOUS MATERIALS MODULE: NFIRS-7 ..................................... .7-1 WILDLAND FIRE MODULE: NFIRS-8 ............................................ .8-1 APPARATUS OR RESOURCES MODULE: NFIRS-9 ....................................9-1 PERSONNEL MODULE: NFIRS-10 ...............................................10-1 ARSON & JUVENILE FIRESETTER MODULE: NFIRS-11 ...............................11-1 SUMMARY AND WRAP UP ....................................................12-1 APPENDIX A: SCENARIO ANSWERS ..................................... APPENDIX A-1 APPENDIX B: PRETEST ANSWERS .......................................APPENDIX -
Fire Service Features of Buildings and Fire Protection Systems
Fire Service Features of Buildings and Fire Protection Systems OSHA 3256-09R 2015 Occupational Safety and Health Act of 1970 “To assure safe and healthful working conditions for working men and women; by authorizing enforcement of the standards developed under the Act; by assisting and encouraging the States in their efforts to assure safe and healthful working conditions; by providing for research, information, education, and training in the field of occupational safety and health.” This publication provides a general overview of a particular standards- related topic. This publication does not alter or determine compliance responsibilities which are set forth in OSHA standards and the Occupational Safety and Health Act. Moreover, because interpretations and enforcement policy may change over time, for additional guidance on OSHA compliance requirements the reader should consult current administrative interpretations and decisions by the Occupational Safety and Health Review Commission and the courts. Material contained in this publication is in the public domain and may be reproduced, fully or partially, without permission. Source credit is requested but not required. This information will be made available to sensory-impaired individuals upon request. Voice phone: (202) 693-1999; teletypewriter (TTY) number: 1-877-889-5627. This guidance document is not a standard or regulation, and it creates no new legal obligations. It contains recommendations as well as descriptions of mandatory safety and health standards. The recommendations are advisory in nature, informational in content, and are intended to assist employers in providing a safe and healthful workplace. The Occupational Safety and Health Act requires employers to comply with safety and health standards and regulations promulgated by OSHA or by a state with an OSHA-approved state plan. -
The Rising Cost of Wildfire Protection
A Research Paper by The Rising Cost of Wildfire Protection Ross Gorte, Ph.D. Retired Senior Policy Analyst, Congressional Research Service Affiliate Research Professor, Earth Systems Research Center of the Earth, Oceans, and Space Institute, University of New Hampshire June 2013 The Rising Cost of Wildfire Protection June 2013 PUBLISHED ONLINE: http://headwaterseconomics.org/wildfire/fire-costs-background/ ABOUT THIS REPORT Headwaters Economics produced this report to better understand and address why wildfires are becoming more severe and expensive. The report also describes how the protection of homes in the Wildland-Urban Interface has added to these costs and concludes with a brief discussion of solutions that may help control escalating costs. Headwaters Economics is making a long-term commitment to better understanding these issues. For additional resources, see: http://headwaterseconomics.org/wildfire. ABOUT HEADWATERS ECONOMICS Headwaters Economics is an independent, nonprofit research group whose mission is to improve community development and land management decisions in the West. CONTACT INFORMATION Ray Rasker, Ph.D. Executive Director, Headwaters Economics [email protected] 406 570-7044 Ross Gorte, Ph.D.: http://www.eos.unh.edu/Faculty/rosswgorte P.O. Box 7059 Bozeman, MT 59771 http://headwaterseconomics.org Cover image “Firewise” by Monte Dolack used by permission, Monty Dolack Gallery, Missoula Montana. TABLE OF CONTENTS SUMMARY ................................................................................................................................................. -
Wildland Fire Incident Management Field Guide
A publication of the National Wildfire Coordinating Group Wildland Fire Incident Management Field Guide PMS 210 April 2013 Wildland Fire Incident Management Field Guide April 2013 PMS 210 Sponsored for NWCG publication by the NWCG Operations and Workforce Development Committee. Comments regarding the content of this product should be directed to the Operations and Workforce Development Committee, contact and other information about this committee is located on the NWCG Web site at http://www.nwcg.gov. Questions and comments may also be emailed to [email protected]. This product is available electronically from the NWCG Web site at http://www.nwcg.gov. Previous editions: this product replaces PMS 410-1, Fireline Handbook, NWCG Handbook 3, March 2004. The National Wildfire Coordinating Group (NWCG) has approved the contents of this product for the guidance of its member agencies and is not responsible for the interpretation or use of this information by anyone else. NWCG’s intent is to specifically identify all copyrighted content used in NWCG products. All other NWCG information is in the public domain. Use of public domain information, including copying, is permitted. Use of NWCG information within another document is permitted, if NWCG information is accurately credited to the NWCG. The NWCG logo may not be used except on NWCG-authorized information. “National Wildfire Coordinating Group,” “NWCG,” and the NWCG logo are trademarks of the National Wildfire Coordinating Group. The use of trade, firm, or corporation names or trademarks in this product is for the information and convenience of the reader and does not constitute an endorsement by the National Wildfire Coordinating Group or its member agencies of any product or service to the exclusion of others that may be suitable. -
Federal Funding for Wildfire Control and Management
Federal Funding for Wildfire Control and Management Ross W. Gorte Specialist in Natural Resources Policy July 5, 2011 Congressional Research Service 7-5700 www.crs.gov RL33990 CRS Report for Congress Prepared for Members and Committees of Congress Federal Funding for Wildfire Control and Management Summary The Forest Service (FS) and the Department of the Interior (DOI) are responsible for protecting most federal lands from wildfires. Wildfire appropriations nearly doubled in FY2001, following a severe fire season in the summer of 2000, and have remained at relatively high levels. The acres burned annually have also increased over the past 50 years, with the six highest annual totals occurring since 2000. Many in Congress are concerned that wildfire costs are spiraling upward without a reduction in damages. With emergency supplemental funding, FY2008 wildfire funding was $4.46 billion, more than in any previous year. The vast majority (about 95%) of federal wildfire funds are spent to protect federal lands—for fire preparedness (equipment, baseline personnel, and training); fire suppression operations (including emergency funding); post-fire rehabilitation (to help sites recover after the wildfire); and fuel reduction (to reduce wildfire damages by reducing fuel levels). Since FY2001, FS fire appropriations have included funds for state fire assistance, volunteer fire assistance, and forest health management (to supplement other funds for these three programs), economic action and community assistance, fire research, and fire facilities. Four issues have dominated wildfire funding debates. One is the high cost of fire management and its effects on other agency programs. Several studies have recommended actions to try to control wildfire costs, and the agencies have taken various steps, but it is unclear whether these actions will be sufficient. -
To Provide Procedures and Guidelines for Personnel Responding to and Operating at Working Structure Fire Incidents
I. INTRODUCTION A. Purpose: To provide procedures and guidelines for personnel responding to and operating at working structure fire incidents. B. Scope: This instruction applies to all personnel responsible for performing tasks in the operational area of a structure fire. C. Author: The chief deputy of Emergency Operations is responsible for the content, revision, and annual review of this instruction. D. Definitions: See Appendix I E. Underwriters Lab (UL) studies: See Appendix II F. Operational Modes: See Appendix III II. RESPONSIBILITY A. The first arriving company officer is responsible for: 1. Performing an initial size-up. 2. Developing a mental incident action plan (IAP) to determine the initial operational mode. 3. Transmitting the size-up radio report to the Los Angeles Communications Center (LACC). 4. Taking initial actions consistent with the incident priorities and tactical operations of the incident. 5. Considering the use of transitional attack when operating in the offensive mode and with fire showing. 6. Establishing the Incident Command System (ICS). 08/13/2014 1 of 23 V11-C3-S2 Structure Fires Structure Firefighting Standard Operating Procedures B. The incident commander (IC) is responsible for: 1. Overall management of the incident. 2. Identifying incident objectives. 3. Communicating the current operational mode and providing status reports to LACC. C. The incident safety officer is responsible for: 1. Identifying and evaluating hazards, knowing the current operational mode, and advising the IC in the area of personnel safety. The safety officer has the authority to alter, suspend, or terminate any unsafe activity. The safety officer investigates accidents and near misses involving Department personnel. -
2019 Interagency Standards for Fire and Fire Aviation Operations
Executive Summary of Changes - Interagency Standards for Fire and Fire Aviation Operations 2019 Chapter 1 – Federal Wildland Fire Management Policy and Doctrine Overview • Changed chapter title from “Federal Wildland Fire Management Policy Overview” to “Federal Wildland Fire Management Policy and Doctrine Overview.” • Clarified text under subheading “Guiding Principles of the Federal Wildland Fire Management Policy,” 7., regarding FMPs and activities incorporate firefighter exposure, public health, compliance with Clean Air Act and environment quality considerations. • Under heading “Definitions”: o Clarified “Wildland Fire” as a general term describing any non-structure fire that occurs in the wildland. o Clarified “Suppression” as all the work of extinguishing a fire or confining fire spread. o Clarified “Protection” as the actions taken to mitigate the adverse effects of fire on environmental, social, political, and economical effects of fire. o Clarified “Prescribed Fire” as a wildland fire originating from a planned ignition to meet specific objectives identified in a written, approved, prescribed fire plan for which NEPA requirements (where applicable) have been met prior to ignition. o Inserted “National Ambient Air Quality Standards (NAAQS),” “Criteria Pollutants,” “State Implementation Plan (SIP),” “Federal Implementation Plan (FIP),” “Attainment Area,” “Nonattainment Area,” “Maintenance Area,” and associated text. Chapter 2 – BLM • Clarified under heading “Fire and Aviation Directorate” that the BLM Fire and Aviation Directorate -
The Village of Tequesta Fire Hydrants (Faqs)
The Village of Tequesta Fire Hydrants (FAQs) Fire hydrants are designed to provide water for fire suppression purposes. Fire hydrants in the Village of Tequesta are owned and maintained by the Village of Tequesta Utility Department and are strategically placed to provide the best water protection available. Having a good water system allows the Village to have a better Insurance Services Office rating. ISO inspectors also review the accessibility, condition and maintenance of fire hydrants. The better the ISO rating we receive the better insurance rates that are available to homeowners. The State Fire Marshal per Florida Statute adopts the Florida Fire Prevention Code NFPA 1 every 3 years. Chapter 18.1 provides requirements for fire department access and water supply. Section 18.3.4.1 states, "Fire hydrants and connections or other approved water supplies shall be accessible to the Fire Department". These clearances prevent delays in finding and using fire hydrants and fire protection equipment. 3 Ft. 3 Ft. 3 Ft. Roadway Approach Clearance to Street A clear area for maneuvering equipment and firefighting apparatus must be maintained between the street and the front of the fire hydrants. Why is it important not to have obstructions around fire hydrants? Correct Clearance Incorrect Clearance Obstructed View When responding to a fire situation, we rely on strategically located fire hydrants to supply us with the water we need to help with extinguishing a fire. We must be able to locate these fire hydrants quickly. Therefore, they must be clearly visible to us and unobstructed by vehicles, fences, or vegetation. Can I paint the fire hydrant in front of my house? No. -
ASEAN Guidelines on Peatland Fire Management
ASEAN GUIDELINES ON PEATLAND FIRE MANAGEMENT 1 INTRODUCTION .................................................................................... 6 INTEGRATED FIRE MANAGEMENT .................................................................. 6 RESOURCE ALLOCATION .............................................................................. 7 HYDROLOGICAL MANAGEMENT .................................................................... 8 ......................................................................................... 9 POLICY AND REGULATION ............................................................................ 9 PEATLAND FIRE PREVENTION MEASURES……………………………………………………..10 INFORMATION & KNOWLEDGE ..................................................................101 PLANNING AND COORDINATION .................................................................. 12 RESOURCES ............................................................................................. 13 PUBLIC COMMUNICATIONS ........................................................................ 15 ................................................................................... 18 POLICIES AND REGULATIONS ....................................................................... 18 INFORMATION & KNOWLEDGE .................................................................... 19 PLANNING AND COORDINATION .................................................................. 21 RESOURCES ............................................................................................ -
Classification Standard Firefighters Operational Category
CLASSIFICATION STANDARD FIREFIGHTERS OPERATIONAL CATEGORY °Minister of Supply and Services Canada 1987 Firefighters CONTENTS PAGE INTRODUCTION 1 CATEGORY DEFINITION 3 GROUP DEFINITION 4 ORGANIZATIONAL LEVEL DEFINITIONS 5 POINT RATING PLAN - FIRE CHIEFS 7 CLASSIFICATION PLAN - OTHER POSITIONS 12 1 Firefighters INTRODUCTION The classification standard describes the rating plans to be used to evaluate positions allocated to the Firefighters Group. It consists of an introduction, definition of the Operational Category and the occupational group, organizational level definitions, rating scales to be applied to Fire Chief and Detachment Fire Chief positions and the plan to be used to determine the level of other positions in the Firefighters Group. Point rating is an analytical, quantitative method of determining the relative values of jobs. Point-rating plans define characteristics or factors common to the jobs being evaluated, define degrees of each factor and allocate point values to each degree. This plan is the best method to evaluate jobs of Fire Chief and Detachment Fire Chief. The total value determined for each job is the sum of the point values assigned by the raters. All methods of job evaluation require the exercise of judgement and the orderly collection and analysis of information in order that consistent judgements can be made. The point-rating method facilitates rational discussion and resolution of differences in determining the relativity of positions. Factors Used to Evaluate Fire Chief and Detachment Fire Chief Positions The combined factors may not describe all aspects of jobs. They deal only with those characteristics that can be defined and distinguished and that are useful in determining the relative worth of jobs. -
Rethinking Fire Department Response Protocol and Consolidation Opportunities
2010-2011 SANTA CLARA COUNTY CIVIL GRAND JURY REPORT FIGHTING FIRE OR FIGHTING CHANGE? RETHINKING FIRE DEPARTMENT RESPONSE PROTOCOL AND CONSOLIDATION OPPORTUNITIES Introduction With police and fire department expenses constituting the majority share of city budgets, the public may well wonder what public services will be left if these agencies remain entrenched in old service and old cost structures. Our communities are deeply rooted in public safety traditions. But particularly in light of the economic difficulties Santa Clara County (SCC) and its constituent cities face—both now and in the foreseeable future— taxpayers can no longer afford to fund the status quo. Therefore, and in light of complaints that it is common to see fire departments over-deploy multiple firefighting apparatus in response to non-life-threatening medical emergencies, seemingly a waste of taxpayer dollars, the Grand Jury focused its inquiry on exploring change in fire departments. Town and city managers (collectively CMs) and fire chiefs were interviewed to understand how changes to response protocol or various forms of consolidation had been considered to improve effectiveness and reduce cost. The Grand Jury found that, if considered at all, changes had not been implemented. However, CMs and fire chiefs generally agreed that fire department operations as currently configured are unsustainable. All agreed, in principle, that fire departments should rethink their response protocols—which are based on an historically fire-oriented model that does not match today’s overwhelmingly medical-based demand for emergency services. CMs and fire chiefs also agreed that opportunities for consolidation warrant a closer look, particularly since fire departments throughout the county deliver the same services in much the same ways. -
Fire Management
ASEAN GUIDELINES ON PEATLAND FIRE MANAGEMENT 1 INTRODUCTION .................................................................................... 6 INTEGRATED FIRE MANAGEMENT .................................................................. 6 RESOURCE ALLOCATION .............................................................................. 7 HYDROLOGICAL MANAGEMENT .................................................................... 8 ......................................................................................... 9 POLICY AND REGULATION ............................................................................ 9 PEATLAND FIRE PREVENTION MEASURES…………………………………………………….10 INFORMATION & KNOWLEDGE .................................................................... 10 PLANNING AND COORDINATION .................................................................. 11 RESOURCES ............................................................................................. 13 PUBLIC COMMUNICATIONS ........................................................................ 15 ................................................................................... 18 POLICIES AND REGULATIONS ....................................................................... 18 INFORMATION & KNOWLEDGE .................................................................... 19 PLANNING AND COORDINATION .................................................................. 21 RESOURCES ............................................................................................