CommunityRiskReductionSummit

November6-7,2016Reston,Virginia

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TableofContents

TableofContents______________________________________________________________2

TableofAcronyms _____________________________________________________________2

ExecutiveSummary ____________________________________________________________3

PurposeandProjectedOutcomeoftheEvent________________________________________4

SummitLocation_______________________________________________________________4

Agenda ______________________________________________________________________4

SummaryoftheSummitProcess__________________________________________________6

IdentifyingPriorityActions_______________________________________________________8

AppendixA-CRRLeadershipTaskGroup __________________________________________11

AppendixB-2016CRRSummitParticipants________________________________________12

AppendixC-Vision20/20Executive&SteeringCommitteeMembersandTechnicalAdvisors_14

AppendixD–IdentifyingPriortyActions___________________________________________16

AppendixE-IdentifyingPriorityActionsbyType ____________________________________18

AppendixF-ChangingTheOrganizationalCultureoftheFireService____________________20

AppendixG-WashingtonFireChief'sPositionPaper_________________________________24

TableofAcronyms

AFG AssistancetoFirefightersGrantCPSE CenterforPublicSafetyExcellenceCRR CommunityRiskReductionEMS EmergencyMedicalServicesICMA InternationalCity/CountyManagementAssociationICRR IntegratedCommunityRiskReductionISO InsuranceServicesOfficeNFIRS NationalFireIncidentReportingSystem

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ExecutiveSummary

CommunityRiskReduction(CRR)istheidentificationandprioritizationofrisksfollowedbytheintegratedapplicationofresourcestominimizetheprobabilityoroccurrenceand/ortheimpactofunfortunateevents.

Withinthefireservicecontext,thismeansthatfiredepartmentsexistnotonlytorespondtoemergenciesafterthefact,buttopreventorreducetheeffectsoftheiroccurrenceinthefirstplace.Itassumesthatthefireservicewillactproactivelyasariskreductionentityfortheircommunity.Italsoassumestheywillpartnerwithothercommunityorganizationsasneededtoaccomplishtheirriskreductionobjectives.

Byworkingproactivelyandwithcommunitypartners,thefireservicewillbeabletoprovidethehighestlevelofprotection.

CRRisnotanewconceptforthefireservice.Foryearsfiredepartmentshavebeeninvolvedincommunityriskreductionthroughbuildinginspectionsandpubliceducation.Butthisconceptneedstobeappliedinafocusedmanner,andtrulyintegratedintothemissionofthefiredepartmentandthemindsetofitsstaff.

Generally,therearethreemethodstopromotetheconceptsofanintegratedapproachtoCRR.Theyare:Advocacy,Tools,andEducation.

AdvocacyreferstotheneedforthoughtandinfluenceofleadersbothinsideandoutsidethefireservicetosupportandpromoteCRR.

ToolsrefertotheprovisionofmaterialsthatwillhelplocaleffortstoconductCRRriskassessmentsandtodevelopandimplementCRRplans.

EducationreferstoongoingeffortstoprovideeducationalopportunitiesforpeopleinthefieldtolearnmoreaboutCRR.

SeeAppendixFforexamplesofStrategy3Goals,"ChangingtheOrganizationalCultureoftheFireService."

TheconceptsofCRRpromotionresultingfromthisSummitweredevelopedthroughaqualitativeprocess.AvoteoftheSummitparticipants(seeAppendixB)wasconductedtogetafirstcutatwhatwouldbeconsideredthemostimportantofthemanyideasputforthduringthesummit.ThesecondreviewbytheSteeringCommitteeoftheVision20/20Project(seeAppendixC)refinedthelistandathirdreviewwasconductedbytheCRRLeadershipTaskGroup(seeAppendixA).

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Thetopprioritiesidentifiedare:

• StateTeamApproach–DevelopsupportforteamsofstakeholderswithineachtargetstatetoassistininstitutionalizingCRRandovercomingpoliticalroadblocks(tools)

• CRRTraining/Certification–ContinueeffortstoinsertCRRconceptswithinprofessionalqualificationstandardsatNFPA,andwithintheaccreditationprocessattheCenterforPublicSafetyExcellence(tools)

• Research–Increaseresearchonwhatworksforintegratedcommunityriskreductionefforts.Enhancetoolsandcasestudiesthatmayhelplocaleffortstoadopttheconceptsandmakethemsuccessful(tools)

• Data–Improvedata,analyticaltools,andstrategiesforimplementingCRRatthecommunitylevel(tools)

• Improvebuy-infromnationalfireserviceleadershipandmoveforresolutionsofsupportfromnationalorganizations(alsoseeAppendixE-WashingtonFireChief'sPositionPaper)(advocacy)

• Improvetrainingforalllevelstoincludepolicyleadersexternaltofireservice;fireserviceleaders/advocates;mid-levelmanagers(education)

PurposeandProjectedOutcomeoftheEvent

ThepurposeandoutcomesoftheCRRSummitwere:

• DevelopalistofpriorityactionstohelpinstitutionalizetheIntegratedCommunityRiskReduction(ICRR)conceptwithinthefireserviceoftheUnitedStates

• EnhanceCRRplanningin7highriskstates

SummitLocation

The2016CommunityRiskReductionSummitwasheldinReston,VirginiaonNovember6thand7th,2016.

ThisSummitwasheldunderaFEMAFP&SGrantawardedtotheVision20/20project.FormoreinformationonCRR,andtocontacttheVision20/20project,pleasegotowww.strategicfire.org

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Agenda

Day1-Sunday,November6,2016Facilitator:

MichaelRandel,RandelConsultingAssociates

12:00 ArrivalandRegistrationLunch Available12:30 Welcome

• WelcomeParticipants• PurposeandObjectives• Agenda• GroundRules

12:45 BuildingaSharedContext• OverviewVision20/20• Overview:Integratedapproachto

CommunityRiskReduction• CasePresentations(realworld

proofofconcept)• Presentation:Currenteffortsto

promoteCRRintheUSFireService• Acknowledgeprecedentand

complementaryworkbyotherorganizations

• Makethecasefortargetedpriorityactionstorefinethepromotioneffortsat3linkedlevels(Local,State,National)

3:00 Break3:15 IdentifyingPriorityActionsat3Levels

• IntroducetheTask• TableWork–paralleltask• Eachgroupdiscussestheir

experienceandidentifiesactionsatall3levels

4:45 ReviewoftheDay5:00 Close

Day2-Monday,November7,20168:00 Breakfastavailable9:00 RecapDay19:15 IdentifyingPriorityActionsat3Levels(continued)

TableWork:reviewandprioritizethetop5actionstosharewiththemeeting

9:45 SharePriorityActionsandClusterCheckwithTableGroups:identifyanythingimportantthatismissingfromthesharedlist.

10:15 DevelopingaPriorityNationalList• Dotvoting–eachpersonvotesfor

thetop5actions• CombinethisactivitywithaBreak• Tabulatethevotesduringthe

break10:30 HighRiskStatesConsultation

• Formgroups,oneforeachHighRiskState.

• Participantsself-selectwhichgrouptojoin,thoughgroupswillbecomparableinsizeandcomposition

Task:• Supporteachstateinidentifying

whattheywillprioritizetomakemeasurableprogress,basedonthecurrentCRRStrategiesandthenewPriorityList

• Staterepresentativesprovideashortreportonnewinsightsandactionplan

11:45 SummaryandNextSteps• SummaryofKeyDecisions,

MessagesandNextSteps• CheckOutandThanks

12:00 Close/Lunch

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SummaryoftheSummitProcess

ThemeetingbeganonSundaywithdiscussionaboutthehistoricbackgroundoftheVision20/20initiative.ParticipantswereremindedthatVision20/20isa“NationalPlan”andnotanorganization.Vision20/20endeavorstocreateactionableitemsthatthecollectivefireservicecangetbehindandfocusonbothtodayandintothefuture.

Throughafacilitatedforumofnationalleadersinfireprevention,practitioners,andstakeholders,Vision20/20refinedrecommendationsthatresultedfromnationalconferencesoverthelast100yearsonhowtheUnitedStatesmustimprovefirepreventionefforts,includingreportsfrom1913,1947,1973,and1987.FromtheVision20/20forumin2008,fivestrategiesemerged.ThesestrategiescontinuetodirecttheprioritiesforactionbyVision20/20.Theyinclude:

• PreventionAdvocacy• PreventionEducation/Marketing• PreventionCulture• PreventionTechnology• PreventionCodesandStandards

FirePreventionModelsandEvaluationMeasuresisanareathatrelatestoallstrategies.ItispromotedbyVision20/20throughtrainingandsymposiathatshowcaseprogramsusingmodelevaluationmeasures.

CommunityRiskReductionisakeystrategypromotedbyVision20/20.Itisdefinedasfollows:

• CommunityRiskReduction–CRRisaprocesstoidentifyandprioritizelocalrisksfollowedbythe"integrated"andstrategicinvestmentofresources(emergencyresponseandprevention)toreducetheiroccurrenceandimpact.

Summitparticipantswereaskedtoworkingroupstodeterminewaysinwhichthefireservicecouldbechangedandtogroupthoseideasunderoneofthefollowingheadings:

• Advocacy• Tools• Education

ParticipantswerealsoaskedtoconsiderwhetherideaswouldneedimplementationattheNational,State,orLocalleveltobeeffective.

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Representativesofthreedifferentprogrameffortsattendedandgenerouslysharedtheirapproachestocommunityriskreduction.Theyaredescribedhere:

TualatinValleyFire&Rescue(Oregon)-ChiefMikeDuyck

• Mantra-“TheRightResource,TheRightStaffing,TheRightCall,TheRightTime”-Usingdatatoprioritizeresourcesfordeployment,response,andprevention

StateofTennessee-DeputyCommissionerofFirePreventionGaryWest

• Mantra-“FocusedFirePrevention”–Focusingresourceswheretheyareneededthemost• Over130,000smokealarmsinstalled/154livessaved• Focusingresources,notwherethingshavehappened,butwherethingswillmostlikelyhappen

Hampshire,UnitedKingdom-JohnBonney

• Mantra–“UsingNewDatatoFighttheOldEnemy”–Gettingupstreamoftheresponseissuesdrivingthefireservicetorespond

• AcuityModel–Whatweknow…Whatothersknow…Whatthistellsus…Plananddeploy…EvaluateandLearn

OnMonday,take-away'sfromdayonewerediscussed.Theyincluded:

• Theimportanceofdata• Theimportanceoftakingalargerviewofrisk(e.g.notjustthefireinthebuilding,butconsider

risksduringresponse,etc.)• Changingdemographics• TheideathatCRRisnotnew• UnderstandingbarrierstogettingCRRto“themarket”(consumers)• CRRisnotjust“publiceducation,althoughthatisakeyelement• Toincludethe5E’sofprevention(Education,Engineering,Enforcement,EconomicIncentive,

EmergencyResponse)• TherecanbemanypathstosuccessfulCRR

Technicalproblemsversusadaptiveproblemswasthesubjectofanotherpresentation.Theseweredefinedas:

• TechnicalProblems–Issuesthatcanbeovercomebytechnologicalmeans.• AdaptiveProblems-Issuesrelatedtohumanunderstandingand/orbehavioralproblems.

CRRwasseenasbeingaffectedmoreby"adaptive"problemsthan"technical"problemsbecauseitismorefocusedonhumanbehaviorthantechnicalissues.Exploringsolutionsconsideringtheinputofothers(communitystakeholders)anddiversifyinghowproblemsareconsideredcanbesuccessfulstrategies.

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IdentifyingPriorityActions

Facilitatorsledparticipantgroupsthroughaseriesofexercisestoidentifyprioritiestheyviewedasimportant.Eachtablegenerated5-6prioritiesthatresultedin26priorities.TheuneditednotescanbefoundinAppendixD.

Participantsthenorganizedthe26priorities(inAppendixD)intothreecategoriesasEducation,Tools,orAdvocacy(uneditednotesareincludedinAppendixE).Theresultinggroupingsarelistedbelow:

Note-(N=National,S=State,L=Local)

A. Education

• NS-Promotetheuseofquality,age-appropriateness,andevidence-basededucationalmaterialsandmessagingforthefireserviceasawhole,andformethodsofassistingthefireservice,suchastheMaterialsGenerator.Thisapproachisalsokeyforthecontinuedevolutionof"FireIsEveryone'sFight."

• N-Trainmid-levelfireservicemanagersinCRR.• N-MakeCRRtrainingavailable.Connecttrainingwithdocumentationand/orCEU'stoprovide

tangibleevidenceofcompletionandpossiblycompetency.CombiningthiswithrecentCRRrecognitionbyISOandCPSEwouldincreasetheconnectionbetweencertificationandCRR.

• L-Explore/provideevidencebasedlinksbetweenCRRandfirefightersafetyasawaytoconnecttheoperationssideofthefireservicetoCRR.Fireserviceeducation/outreachworkcouldbesimilarlyconnected.

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C. Tools

• NL-Conductresearchthroughdatacollection(incidentdata,demographicdata,programoutcomes,etc.).ThismightalsoleadtobetterinformationaboutissuesthateitherblockorpromotetheimplementationofCRRatthecommunitylevel.

• N-DevelopmodellanguageaboutCRRtoassistnegotiationwithlaborunionsandworkforceagreementsthatencouragetheinclusionofCRRinfireserviceoperations.Thiscouldincludefirefightersafety,workingconditions,andworkforceimplementation.

• N-DevelopbetterCRRlanguagetobeincludedinpromotionalpackagesforChiefs,cityadministrators,orrecruitment.ThismightincludeattitudesaboutCRR,motivationsforfireserviceemployment,orpsychologicalassessmentspre-hire.

• NL-Providefireservicememberswithaccesstoadvocates/mentorstoteach/coachmethodsofimplementingCRRandassociatedstrategies.Thismightincludeadvocacyandsupportbasedonpopulation/demographicsofthelocalagency.

• N-DevelopCRRmodelsspecifictoruralareastodemonstrateevidenceofeffectiveprograms,potentialpartners,leadership,andtools.

• L–Determinetheissuesthatconcerncitizens,fromtheirpointofview.Tiefireserviceprioritiestothoseissuesalongwithriskdatatoanalyzecommunityriskandestablishlocalpriorities.Considerrevisitingdatacollectionprocessestoensurerelevanceandaccuracyandtoberealisticaboutwhatcanandshouldbeused.

• NSL–Utilizelocalpartnerswhocollectdatatofactorintoariskanalysis.This"datamining"wouldimprovedecisionmakingandbetterblendwithothercommunityagenciesandneeds.Atthestatelevel,leadershipbyStateFireMarshalOfficewouldhelpblendstateneedswithlocalneeds.

• N-EstablishongoingqualitymonitoringandimprovementsystemsforCRRnationally.• NSL–IdentifyfundingsourcesincludingreauthorizationofAFG.• N–PromoteexistingresourcesavailabletohelpwithCRR(i.e.grantwriting,training,NFIRS).• S–EstablishaFireFatalityTaskForceforevaluationofthecausesandcontributingfactorsinfire

deathsatthestatelevel.• NS–Collaboratewithpartnersandmentorstogainaccesstoothersdataandresourcesavailable

nationallyoratthestatelevel.• N–IncorporateCRRintoalllevelsoftheNFPAProfessionalQualificationCertifications(Company

Officer,Firefighter,ChiefOfficer,etc.).Ifstatesusedifferentsystems,dothesameatthatlevel.Encouragetheconnectionofincentivesandinstitutionalizecredentialingtothesecertifications.

• NS–CreatestatewideCRRteamswitha“go-to”person.Empowerstateagenciestopushthemessage,thetools,andthetrainingtolocalagencies.ProvideassistanceinbuildingstateCRRleadershipteamsusingNFAcoursegraduates.UtilizeCPSEcredentialedofficers/chiefs/firemarshals/otherpreventionpersonneltomentorleadershipthroughoutsidefacilitator.TargetstateswhohaveyettobeintroducedtoCRRusingthosethathavebycreating“coaching”teams.UsetechnicaladvisorsfromVision20/20totrainandcoachothers.CreateCRRevaluationandfollowupprocessestogainbetterevidenceofoutcomes.

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D. Advocacy

• N–Createguidesfordevelopingpartnerships.• S–IncreasefeedbacktoCRRcommunitiesforeffortsandoutcomes,perhapsbyusing

recognitionprocessesand/orawardsforaccomplishment.• L–MotivatepersonneltoestablishandcultivatepartnershipswhendeliveringCRRtothe

community.• N–WorkwithchangeagentstosecureaformalresolutioninsupportofCRR(especiallyleaders

atIAFC,NVFC,MetroChiefs,IAFF,etc.)• L–AcceptresponsibilitytoproduceCRRresults.• N–Developanational"CRRDay"fordeliveryandrecognitionofCRRwork(possiblywithfire

preventionweek).• N–IncentivizevolunteerfiredepartmentstoembraceCRRbytyingittofundingand

recruitment(forbothfirefightingandnon-firefightingvolunteers).• L–ImplementaCRRplantodealwith“low-hangingfruit”(themostbasicopportunities)first,

thenbuildonsuccesses.

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AppendixA-CRRLeadershipTaskGroup

Name OrganizationLauraBaker Tucson(AZ)FireDepartmentRandyBruegman Anaheim(CA)FireDepartmentJimCrawford Vision20/20ProjectManagerMikeDuyck TualatinValley(OR)Fire&RescueStephenHrustich GwinnnettCounty(GA)FireBillKehoe FriendshipFireCompany(VA)MaryMarchone NationalFireAcademyLoriMoore-Merrell InternationalAssociationofFireFightersBillPeterson RetiredFireChief,Plano(TX)FireDepartmentVickiePritchett NationalFallenFirefightersFoundationDerrickSawyer InternationalAssociationofFireChiefsJenniferSchottke Vision20/20TechnicalAdvisorMikeSenchyna Vision20/20TechnicalAdvisorPhilStittleburg LaFarge(WI)FireDepartmentGaryWest TennesseeStateFireMarshal'sOffice

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AppendixB-2016CRRSummitParticipants

Name Title OrganizationKathleenAlmand VicePresidentResearch NationalFireProtectionAssociationMeri-KAppy StrategicPartnershipsManager Vision20/20/AppyandAssociatesArnoldBaker FireChief ChelanCounty(WA)FireDistrict#5LauraBaker PastPresident/AssistantChief Intl.Assoc.ofWomeninFire&Emergency

Services/Tucson(AZ)FireDepartmentPreetBassi ChiefExecutiveOfficer CenterforPublicSafetyExcellenceFrankBlackley AssistantChief Wilmington(NC)FireDepartmentJohnBonney Director AlchemyManagementSolutions,Ltd.JimBroman IFELiaison Vision20/20JoelT.Brown Lieutenant/Paramedic MidColumbia(OR)Fire&RescueLorraineCarli VicePresident,Outreachand

AdvocacyNationalFireProtectionAssociation

PegCarson OperationsManager Vision20/20/CarsonAssociatesKathyClay BattalionChief,FireMarshal InternationalAssociationofWildlandFireEdComeau CommunicationsManager Vision20/20/Writer-Tech.comJimCrawford ProjectManager Vision20/20RobertA.Creecy FireChief Richmond(VA)DepartmentofFire&Emergency

ServicesAprilCuevas FireSafetyEducationOfficer MississippiFireMarshal'sOfficeRobertDoke StateFireMarshal OklahomaStateFireMarshal'sOfficeMarkDrinkard ActingAssistantStateFireMarshal AlabamaStateFireMarshal'sOffice,Department

ofInsuranceMikeDuyck FireChief TualatinValley(OR)Fire&RescueSandyFacinoli LiaisonUSFA/Chief,Preventionand

InformationVision20/20/USFireAdministration

JoshFulbright SectionChief,CommunityRiskReduction

SouthCarolinaStateFireMarshal'sOffice

AndreaGielen Professor&Director JohnHopkinsCenterforInjuryResearchandPolicy

LarryGray PublicInformationOfficer Cleveland(OH)FireDepartmentBenHammond FireMarshal Sheridan(AR)FireDepartmentPhilHart StateDirector WestVirginiaStateFireChiefsTonyaHoover StateFireMarshal(retired) CaliforniaStateFireMarshal'sOfficeLisaJones FireMarshal(retired) SpokaneCity(WA)FireDepartmentBillKehoe FriendshipVolunteerFireCompany(VA)KevinF.Kelley SeniorDirector,Community

PreparednessProgramsAmericanRedCross

AndyKing DeputyChief/FireMarshal CityofFranklin(TN)FireDepartmentSarahLee DeputyDirector NationalVolunteerFireCouncil

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CynthiaLeighton Principal LeightonandAssociatesPaulMaldonaldo NationalAssociationofHispanicFirefightersMaryK.Marchone TrainingSpecialist/CurriculumMgr. DHS-FEMA-USFA-NFAAlanMartin FireChief Tuscaloosa(AL)FireDepartmentBrandonMerritt Lieutenant PryorCreek(OK)FireDepartmentPatMieszala BurnConcernsLisaD.Moatts Director SoutheasterAssociationofFireChiefsLoriMoore-Merrell AssistanttotheGeneralPresident InternationalAssociationofFireFightersRobNeale VicePresident,Government

RelationsNationalFireServiceActivities/InternationalCodeCouncil

CathiePatterson BranchChief DHA-FEMA-AssistancetoFirefightersGrantProgram

TammyL.Peavy FireSafetyEducationOfficer MississippiStateFireMarshal'sOfficeDonPorth PreventThinkLifeSafetyEducation&ConsultingPamPowell FireSafetyCommunicationsWaynePowell ExecutiveDirector NationalFireHeritageCenterMichaelRandel RandelConsultingAssociatesErinRice CommunityRiskReduction

ManagerVirginiaStateFireMarshal'sOffice,DepartmentofFirePrograms

GregRogers FireMarshal SpokaneValley(WA)FireDepartmentPhilSchaenman President TriData,LLCLynnSchofield FireMarshal/SectionChair ProvoCity(UT)FireDepartment/NFPAEducation

SectionJenniferSchottke Vision20/20TechnicalAdvisorAnthonyScoggin CurriculumCoordinator SouthCarolinaStateFireMarshal'sOffice,Division

ofFire&LifeSafetyBaylieScott CommunityRiskReduction

CoordinatorTennesseeStateFireMarshal'sOffice

MikeSenchyna TechnicalAdvisor Vision20/20TechnicalAdvisorRonSiarnicki ExecutiveDirector NationalFallenFirefightersFoundationChristoferJ.Sweat AssistantChief,Prevention&

PreparednessLexington(KY)FireDepartment

NancyTrench AssistantDirector OSUFireProtectionPublicationsKennethE.TyreeJr. StateFireMarshal WestVirginiaStateFireMarshal'sOfficeChrisWalker Captain Wilmington(NC)FireDepartmentGaryWest DeputyCommissionerofFire

PreventionTennesseeStateFireMarshal'sOffice

MaggieWilson SectionChief,SAFER/FP&S DHS-FEMAAssistancetoFirefightersGrantProgram

MichaelYingling AssistantFireMarshal VirginiaStateFireMarshal'sOffice,SouthwesternRegion

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AppendixC–Vision20/20ExecutiveandSteeringCommitteesandTechnicalAdvisors

Name OrganizationExecutiveCommittee

Meri-KAppy ExecutiveCommitteeJamesBroman ExecutiveCommittee/InstitutionofFireEngineersUSBranchPegCarson ExecutiveCommitteeEdComeau ExecutiveCommitteeJimCrawford ExecutiveCommitteeSandyFacinoli ExecutiveCommittee/UnitedStatesFireAdministrationLiaisonMaggieWilson ExecutiveCommittee/FederalEmergencyManagementAgency

LiaisonSteeringCommittee

LauraBaker/MikeCarsten InternationalAssociationofWomeninFire&EmergencyServicesNicoleTestaBoston SocietyofFireProtectionEngineersJohnnyBrewington/MikelRobinson

InternationalAssociationofBlackProfessionalFirefighters

LorraineCarli NationalFireProtectionAssociation-OutreachandAdvocacyKathyClay InternationalAssociationofWildlandFireAndreaC.Gielen/WendyShields

JohnHopkinsCenterforInjuryResearchandPolicy

BruceJohnson UnderwritersLaboratoriesKevinF.Kelley AmericanRedCrossSarahLee NationalVolunteerFireCouncilMichaelLove PaulMaldonaldo NationalAssociationofHispanicFirefightersLoriMoore-Merrell InternationalAssociationofFireFightersAzarang(Ozzie)Mirkhah RobNeale/SaraYerkes InternationalCodeCouncilWaynePowell NationalFireHeritageCenterDerrickSawyer InternationalAssociationofFireChiefsStevenSawyer InternationalFireMarshal'sAssociationPhilSchaenman TriDataLLCLynnSchofield NationalFireProtectionAssociation-EducationSectionRonaldSiarnicki/VickiePritchett

NationalFallenFirefighter'sFoundation

PaulValentine InternationalFireServiceTrainingAssociationGaryWest TennesseeStateFireMarshal'sOffice

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TechnicalAdvisorsKathleenH.Almand Vision20/20TechnicalAdvisor-Strategy4LeaderTanyaHoover Vision20/20TechnicalAdvisor-Strategy2LeaderBillKehoe Vision20/20TechnicalAdvisor-Strategy3LeaderDanMadrzykowski Vision20/20TechnicalAdvisorBenMay Vision20/20TechnicalAdvisorPatriciaMieszala Vision20/20TechnicalAdvisorDonPorth Vision20/20TechnicalAdvisorPamPowell Vision20/20TechnicalAdvisorRichardTaylor Vision20/20TechnicalAdvisorNancyTrench Vision20/20TechnicalAdvisor

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AppendixD–IdentifyingPriorityActions

UneditedNotesNote-(A=Advocacy,T=Tools,E=Education)(N=National,S=State,L=Local)

1. A/T-NS–CreatestatewideCRRteamswitha“go-to”person;Empowerstateagenciestopushthemessage,thetools,andthetrainingtolocalentities;ProvideassistanceinbuildingstateCRRleadershipteamsusingNFAorCRRcoursegraduates,utilizeCPSEcredentialedofficers/chiefs/firemarshals/otherpreventionpersonnel,mentorleadershipthroughoutsidefacilitator;TargetstateswhohaveyettobeintroducedtoCRRusingthosethathavebycreating“coaching”teams;usetechnicaladvisorstoCRRtotrainandcoach;createCRRevaluationandfollowup.

2. A-N–IncorporateCRRintoalllevelsofNFPAProQualCertificationsandstatetrainingstandards(CompanyOfficer,FirefighterI,ChiefOfficer,etc.);Provideincentivesandinstitutionalizecredentialing.

3. T-NL-Researchviadatagathering/sharing(incident,demographic,programs/outcomes);IdentifybarriersandfacilitatorstoCRR;ImplementationatthecommunitylevelanddevelopworkablestrategiestoexecuteCRR;RecruitmentconsideringCRRattitudes,motivations,psychology,understandingoftools,evaluation.

4. E-NS-AgeappropriateCRReducationalmaterials;Advocateuseofevidence-basedsafetymessagestoenhanceunderstandinganddrivebehaviorchange(e.g.Vision20/20sFireSafetyMaterialsGenerator);providemore“testedmessages”for“FireIsEveryone’sFight”slogan.

5. T-NSL–Findlocalpartnerswiththedatayouneed;Developalistoftiereddatapointsfromcostefficientsources;Dataminefordecisionmaking;StateFireMarshaldrivengeographicfocustoallowforlocaldataandtools;EstablishongoingqualitymonitoringandimprovementsystemforCRRnationally.

6. A-N–WorkwithinternalchangeagentstosecureaformalresolutioninsupportofCRR(especiallyleadersatIAFC,NVFC,MetroChiefs,IAFF,CFSI,etc.)

7. E-N-Mid-levelmanagementCRRtraining8. T-N-DevelopCRRmodelsforruralareastoshowevidenceofwhatworks,potentialpartners

beyondthefireservice,leaders,andtools.9. T/A-N–IncentivizevolunteerfiredepartmentstoembraceCRRbytyingittofundraising,

recruitment(fornon-firefightingvolunteers).10. E-N-CreatebetterpackagestopromoteCRRforChief’s,cityadministrators,etc.11. A-N–Funding–reauthorizationofAFGatalllevels(National,State,Local)12. A-N–CreateaCRRday13. E-N-AccesstoanexpertnetworkandspeakersbureautoteachandadvocateforCRRand

associatedstrategies.14. A-NS–Buildpartnershipstogainaccesstoothersdataandresources;Collaboratewithpartners,

mentors,andforleveragingresources.15. A/T-N-FriendlymodellanguageaboutCRRforlaborunionandworkforceagreements(firefighter

safety,workingconditions,workforceimplementation)

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16. A-L-Populationspecificadvocates17. T-S–EstablishaFireFatalityTaskForcetohelpidentifycausesandcontributingfactorsinfire

deathsatthestatelevel.18. E/T-N–Createguidefordevelopingpartnerships.19. T-N-Promoteexistingresourcestoenhancebasicskills(i.e.grantwriting,training,NFIRS).20. A-S–IncreasefeedbacktoCRRcommunitiesforeffortsandoutcomesusingrecognitionand

awards.21. A/T-L–Determinetheissuesthatconcerncitizens.Connectfiredepartmentprioritiestoissuesof

concerntocitizensusingriskdatacollectedbythecommunity.Analyze“pure”datacollectedandberealisticaboutwhatisused.Revisitdatacollectionprocesses.

22. E/T-L–MotivatepersonneltoestablishandcultivatecommunitypartnersindeliveringCRRtothecommunity.

23. T-L–AcceptresponsibilitytoproduceCRRresults.24. E-N-On-LinetrainingwithcertificatesandCEU’stodocumentlearningoutcomes–combinewith

CRRproficiencyrequirementsbyISOandCPSE.25. T-L-EmphasizeCRRbenefitsrelatedtofirefightersafety;Fireserviceeducation.26. T-L–ImplementaCRRplantodealwith“lowhangingfruit”first,thenbuildonsuccesses.

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AppendixE–IdentifyingPriorityActionsByType

UneditedNotesNote-(N=National,S=State,L=Local)

Education

• NS-AgeappropriateCRReducationalmaterials;Advocateuseofevidence-basedsafetymessagestoenhanceunderstandinganddrivebehaviorchange(materialsgenerator);Providemore“testedmessages”for“FireIsEveryone’sFight”.

• N-Mid-levelmanagementCRRtraining• N-On-LinetrainingwithcertificatesandCEU’stodocumentlearning–combinewithCRR

proficiencyrequirementsbyISOandCPSE.• L-EmphasizeCRRbenefitsrelatedtofirefightersafety;Fireserviceeducation.

Tools

• NL-Researchviadatagathering/sharing(incident,demographic,programs/outcomes);IDbarriersandfacilitatorstoCRR;ImplementationatthecommunitylevelanddevelopworkablestrategiestoexecuteCRR;RecruitmentconsideringCRRattitudes,motivations,psychology,understandingoftools,evaluation.

• N-FriendlymodellanguageaboutCRRforlaborunionandworkforceagreements(firefightersafety,workingconditions,workforceimplementation)

• N-CreatebetterCRRpromotionalpackagesforChiefs,cityadministrators,etc.• N-AccesstoanexpertnetworkandspeakersbureautoteachandadvocateforCRRand

associatedstrategies.• L-Populationspecificadvocates• N-DevelopCRRmodelsforruralareastoshowevidenceofwhatworks,potentialpartners

beyondthefireservice,leaders,andtools.• L–Determinetheissuesthatconcerncitizens.ConnectFireDepartmentprioritieswithissuesof

concerntocitizensusingriskdatacollectedbythecommunity.Analyze“pure”datacollectedandberealisticaboutwhatisused.Revisitdatacollectionprocesses.

• NSL–Findlocalpartnerswiththedatayouneed;Developalistoftiereddatapointsfromcostefficientsources;Dataminefordecisionmaking;StateFireMarshaldrivengeographicfocustoallowforlocaldataandtools;EstablishongoingqualitymonitoringandimprovementsystemforCRRnationally.

• N–Funding–reauthorizationofAFGatalllevels(National,State,Local)• N–Promoteexistingresources(i.e.grantwriting,training,NFIRS).• S–FireFatalityTaskForce• NS–Buildpartnershipstogainaccesstoother'sdataandresources;Collaboratewithpartners,

mentors,andforleveragingresources.

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• N–IncorporateCRRintoalllevelsofNFPAProQualCertificationsandstatetrainingstandards–CompanyOfficer,FirefighterI,ChiefOfficer,etc.;Provideincentivesandinstitutionalizecredentialing.

• NS–CreatestatewideCRRteamswitha“go-to”person;Empowerstateagenciestopushthemessage,thetoolsandthetrainingtolocalentities;ProvideassistanceinbuildingstateCRRleadershipteamsusingNFAorCRRcoursegraduates,utilizeCPSEcredentialedofficers/chiefs/firemarshals/otherpreventionpersonnel,mentorleadershipthroughoutsidefacilitator;TargetstateswhohaveyettobeintroducedtoCRRusingthosethathavebycreating“coaching”teams;UsetechnicaladvisorstoCRRtotrainandcoach;CreateCRRevaluationandfollowup.

Advocacy

• N–Createguidefordevelopingpartnerships.• S–IncreasefeedbacktoCRRcommunitiesforeffortsandoutcomesusingrecognitionand

awards.• L–MotivatepersonneltoestablishandcultivatecommunitypartnersindeliveringCRRtothe

community.• N–WorkwithinternalchangeagentstosecureaformalresolutioninsupportofCRR(especially

leadersatIAFC,NVFC,MetroChiefs,IAFF,CFSI,etc.)• L–AcceptresponsibilitytoproduceCRRresults.• N–CRRDay• N–IncentivizevolunteerfiredepartmentstoembraceCRRbytyingittofundraising,

recruitment(fornon-firefightingvolunteers).• L–ImplementaCRRplantodealwith“lowhangingfruit”first,thenbuildonsuccesses.

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AppendixF–ChangingtheOrganizationalCultureoftheFireService

Note-Thisisapreviouslypublisheddocumentsharedforreferenceonly.

Strategy3Goal

ChangetheorganizationalcultureoftheFireServicetoinstitutionalizeanapproachforpublicsafetythatintegratesemergency

responsecapabilitieswithprevention/mitigationstrategiesatthe

locallevel

ComponentstoAchievetheGoal

StrategyTaskGrou

p1 •EDUCATION

• Onedayworkshops• Onlinetraining• Webinars• InalignmentwithcourseteachingsattheNationalFireAcademy

StrategyTaskGrou

p2 •TOOLS

• Bestpractices• Research• CaseStudies• *HomeVisits

• Onlinetools(downloadable)• LiteracyandLanguageBarriers

• Video/Audio• RiskAssessment St

rategyTaskGrou

p3 •ADVOCACY

• 100plusfireserviceleaderstoserveasadvocates• Developspecificstrategytoinfluencepublicpolicy

• JobStandards

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Inordertounderstandthesignificanceofspecificpartsoftheoverallstrategytochangethecultureofthefireservice,itisimportanttounderstandhowtheyallfittogether.Intextbookterms,changingorganizationalcultureinvolvesrecruitment,hiring,training,modelingandrewardingthebehaviorsandnormativeattitudesdesired.Atthenationallevel,thatmeanscoordinatinganationalstrategythatencourageslocalfiredepartmentstoadoptthesepractices,andinstitutionalizethem.Putsimply,localdepartmentsneedtoseetheimportanceandvalueoftheprinciplesofwhatiscalled“CommunityRiskReduction”intheUnitedStates(US).

ThefireservicecultureoftheU.S.hasbeentraditionallydominatedbyemergencyoperationsconcerns.Theprimaryserviceoflocaldepartmentsistorespondtoemergencieswhenpeoplecallforhelp,andtomitigatethedamageoffires,medicalemergencies,orahostofotheremergentneedsthatemergencyrespondersface.Nooneforeseestheendingofthatbasicneed,nomatterhoweffectiveotherpreventionandmitigationsolutionsbecome.

However,amoreintegratedapproachmaybemoreefficientandeffectiveinthelongrun.Firesprinklersystems,buildingcompartmentalization,alarmsystems,safetyeducation,seatbelts/airbags,andotherpreventive/mitigatingsolutionsmaybecombinedwitheffectiveemergencyresponsecapabilitiesthatimprovepublicsafetybeyondwhatwehaveexperiencedintheU.S.

Weknowfromotherindustrializednationsthatwearecapableofdoingbetter.Theyhavemuchlowerfiredeaths,incidence,andpropertylosseswhencomparedtotheU.S.

Inordertoachieveanationalgoalthatinstitutionalizestheseconceptswithinthefireservice,threebasicapproacheshavebeenorganizedviatheVision20/20Projecttomoveinthatdirection.

Education:ThiselementiskeyinmakingthefireserviceawareofthevalueofCRRconceptsintheU.S.TheVision20/20Projecthasbeensuccessfulatobtainingfunds,predominantlyfromtheAssistancetoFirefightersGrants(AFG)program,toproduceanddeliveravarietyofeducationalofferingsdesignedtoteachthefireserviceaboutCRR,andhowtouseiteffectively.Theeducationalelementoftheoverallstrategyincludesseveralparts:

• OneDayWorkshops:ThetrainingmaterialdevelopedbytheVision20/20Project,OklahomaStateUniversity,theCentersforDiseaseControl&Prevention,theUniversityofWashington,andnumeroussubjectmatterexpertsisusedtoconductworkshopsacrossthenation.Therehasbeenatleastoneineachof10FederalEmergencyManagementAgency(FEMA)regions,andinsomecasesmore.

• TraintheTrainer:EachoftheworkshopsinthefieldhashelpedtoidentifylocalpresentersforeachFEMAregionsothatthematerialscanbetaughtlocallywithoutfederalsupport.

• OnlineTraining:AnonlinecourseisbeingdevelopedandwillbelocatedontheresourcepagefortheInternationalFireServiceTrainingAssociation(https://moodle.ifsta.org/).Thefirstyearof“attendance”atthisonlinecoursewillbefreeforthosewhotaketheclassfromtheirowncomputer.ThecourseprovidesanoverviewofCRRconcepts,andsteersstudentstowardmore

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in-depthtrainingsavailableelsewhere,aswellasonlineresourcestohelpthemdeveloptheirownlocalCRRplans.

• Webinars:ShorterdurationoverviewsaboutthevalueofandneedforCRRconceptshavebeenbroadcastinpartnershipwiththeInternationalAssociationofFireChiefs,andtheInternationalCityManager’sAssociation.Thesewebinarscanbeofferedinexpensivelyandareavailableforlaterviewingviaourweb-siteatwww.strategicfire.org.

• FirefighterRecruitTraining:TheVision20/20ProjectdevelopedamodelcurriculumforrecruitfirefighterstoexplainthevalueofandneedforCRRconceptswithinthefireservice.Currently,localsitesaresoughttopilottesttheinstructionalmaterial.

Tools:Thiselementoftheoverallstrategyisintendedtoidentifytoolsthatcanbeadaptedandadoptedlocallysothatpractitionersinthefieldwillnothavetoinventtheirownmaterials.Perhapsmoreimportantisprovidingresourcesthataretestedtobeeffectiveandappropriateespeciallyforage,literacylevels,andnon-Englishspeakingaudiences.

• AgrantisinprocesswithaVision20/20partnertoconductscientificlevelsofstudytodeterminethebestpracticesinhomesafetyvisits.TheseprovenelementsofaneffectiveCRRstrategyaredoneinavarietyofwaysintheU.S.,withnonationalstandardofperformanceatall,exceptoneNationalFireProtectionAssociation(NFPA)standard(1452)thatprescribeseffectiveprocessesforhomesafetyvisits.However,thatstandardisnotpredicatedonscientificresearch,butratheraconsensusamongpractitioners.Itcoverssomanytopicsastobeimpracticalformanylocalfiredepartments.Amodelneedstobedevelopedbasedonscientificstudytodeterminethemethodologyused,andmaterialspresentedduringhomesafetyvisits.

• CasestudiesarebeingdevelopedforavarietyofCRRpractices,andinparticularthosethatinvolvehomesafetyvisits.Thesecasestudiesshowmeasurableresultsintermsofformative,process,impactandoutcomeevaluationmeasuresrefinedandpromotedunderanotherVision20/20strategy.Thecasestudieswillultimatelybehousedonseveralwebsitesforredundancy,andpromotedheavilythroughthe“PreventionandPublicEducationExchange”accessibleontheU.S.FireAdministration’swebsite,http://www.lrc.fema.gov/exchange.html.

• Onlinetoolsareneededtogivethelocalfiredepartmentstheresourcestheyneedtodoaneffectivejobinhomesafetyvisits,evenbeforenationalresearchisfinished.SomepracticalsafetymessageshavealreadyachievedanationalsubjectmatterexpertconsensusontheappropriatenessoftheirmessagingviatheNationalFireProtectionAssociation(NFPA)EducationalMessagesAdvisoryCommittee.TheVision20/20Projectappearsclosetograntfundingthatcouldbeexpandedtodevelopandpromoteeducationaltoolsthatrelyoneffectivevideos,audioinseverallanguages,andvisualpromptstoeliminateproblemsforliteracyornon-Englishspeakingaudienceswhenportrayingappropriatesafetymessages.OtheronlinetoolstoteachfirefighterswhattheyneedtoknowhavebeendevelopedandvettedforageandliteracyappropriatenessbytheHomeSafetyCouncil,andnowresidewithSafeKidsWorldwide.

• InpartnershipwithEsri,theVision20/20Projectisdevelopingsimpleriskassessmenttoolsthatcanbeprovidedfreeofchargetothefireservice,enhancingtheirabilitytoconductadequate

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CRRplansatthelocallevel.Inshort,pointingtheminthedirectionofaccuratelyassessingtheirlocalrisks,helpsthemdesignlocalmitigationstrategiesthatareefficientandeffective.

Advocacy:TheVision20/20ProjectestablishedaspecifictaskgroupoffireserviceleaderstoserveasadvocatesforadoptingandinstitutionalizingCRRconceptswithintheU.S.

• UnderAFGfundingwearerecruitingatleast100currentfireserviceleadersacrossthenation,mostlyfirechiefs(somewhoareretiredyetstillcarrytremendousinfluencewithinthefireservice),toserveasadvocatesforCRRconcepts.Weareonpacetoexceedourgoal.

• OncetheAdvocacyTaskGroupisfinalized,anationalweb-basedmeetingwilltakeplacetohelpshapethenationaladvocacyplanforCRRconceptsintheU.S.TheAdvocacyPlanforCRRwillfollowtherecommendedpracticesidentifiedinanotherVision20/20Strategy-AdvocacyforFirePreventionPrograms.SubjectmatterexpertsfromaroundthenationhaveidentifiedmodelsandprocessestouseinordertodevelopaneffectiveAdvocacyPlan.

• EachelementoftheoverallStrategytochangefireserviceculturecombinestomovethefireserviceintheU.S.towardatippingpointthatadoptsandinstitutionalizesCRRconcepts.TheyarealldevelopedandpromotedinalignmentwithcoursematerialattheNationalFireAcademythathasbeenpromotingtheconceptsformanyyears.AndtheyrepresentacollaborationofdifferentorganizationsthathasbecomeatrademarkofsortsfortheVision20/20Project:collaborationamongvariousorganizationsandpeople

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AppendixG–WashingtonFireChiefsPositionPaper

POSITIONPAPERXXSubject: CommunityRiskReductionDate: MayXX,2016Amended: xxxPurposeStatement:TheWFCbelievesthefireserviceexistsnotonlytorespondtoemergencyincidents,butalsotoproactivelypreventormitigatetheimpactofsuchincidentswithintheircommunities.Further,WFCbelievestheconceptofCommunityRiskReduction(CRR)shouldbeincorporatedintoalllocalfireagencyservicedesign.CommunityRiskReductionisnotjustanothernamefor"fireprevention;"butratherisacomprehensiveandfocusedapproachtomanaging/reducingthespecificanduniquerisksfoundwithintheindividualcommunitiesofourstate.Inaddition,givenacomprehensiveCRRprograminvolvingcommunitypartnersandfireagencypersonnel,WFCbelievessuchaneffortwillresultinasustainableorganizationalculturethatprioritizesmanagingandreducingrisks.Itisanintegratedapproachthatincorporatesemergencyresponseandprevention/mitigationstrategiesinacohesivemanner.WFCbelievesthatfireserviceleaders,alongwithcommunityleadership,mustbegintoshiftstrategicandtacticaleffortstowardidentifying,reducing,andmitigatingrisks(CRR).Further,WFCbelievesCRRwillultimatelybecomeanexpectationoftheircommunitiesandelectedofficials.Fireserviceleadersmustrecognizeandaccountforthefactthatanychangewithinorganizationalculturewillmeetwithresistance.Organizationmembersmustbeeducatedregardingthebenefitstothecommunityandtothemselvesthatwillresultintheirsupport.Thentheymustbeequippedwiththeresourcestocarryouttheplan.Fireserviceleadersmustrecognizethat,whilethereisnospecificblueprintfordevelopingCRRplans,thereareprovenandessentialsteps.ByfollowingtheseessentialstepsidentifiedbytheCenterforPublicSafetyExcellence(CPSE),theresultingCRRplanwillbeuniquetoeachfiredepartment,basedonthetypesofrisksforthatparticularcommunity.

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Recommendations:TheWFCrecommendsCRRprogramsusethefollowingCPSEstepsidentifiedintheCPSEFireandLifeSafetyEmergencyServiceSelf-AssessmentManual(FESSAM)Criterion5AtowardsthedevelopmentofCRRprograms:

o Step1:Theagencyoperatesanadequate,effective,andefficientprogramtomanagecommunityrisksasidentifiedinthecommunityriskassessment.Theapproachiscomprehensiveandincludesbothpreventionandmitigationstrategiessuchaslifesafety,hazardriskreduction,planreview,codecompliance,andthedetection,reporting,andcontroloffires.Theagencyshouldconductathoroughriskanalysisaspartofactivitiestodeterminetheneedforaspecificcommunityriskreductionprogram.

o Step2:Theagencysetsspecific,targeted,andachievableannuallossreductionbenchmarksforfireincidentsandfirecasualtiesbaseduponthecommunityriskassessmentandbaselineperformance.

o Step3:Thereareprogramsinplacethatidentifylargelosspotentialorhighriskaudiences(suchaslowsocio-economicstatus,age,cultural/ethnicdifferenceswhereappropriate),forgepartnershipswiththosewhoservethoseconstituencies,andenablespecifiedprogramstomitigatefiresandotheremergencyincidents(suchashomesafetyvisits,smokealarminstallations,bicyclehelmetprograms,fallpreventionprograms,etc.).

o Step4:TheCRRprogram(suchasdevelopmentanddelivery)targetsspecificrisks,behaviors,andaudiencesidentifiedthroughincident,demographic,programdataanalysis,communityriskassessment.

o Step5:Theagencyconductsaformalanddocumentedappraisal,atleastannually,todeterminetheimpactsofthecommunityriskreductionprogramanditseffortsinriskreductionbasedonthecommunityriskassessment,standardsofcover,andmeasuresperformanceagainstadoptedlossreductiongoals.

WhileCommunityRiskReductionidentifies/prioritizeslocalrisksanddevelopsaplantomanagethoserisks,CRRmustincludetheintegratedandstrategicinvestmentofresources(emergencyresponseandprevention)toproducethedesiredoutcomes.TheWFCiscommittedtosupportinglocalfireserviceleaderswithinformation,education,andresourcesthroughitsconferences,workshops,seminars,andwebsiteresources.Asappropriate,theWFCwillsupportlegislationthatpromotesandsupportseffectiveCRRinitiatives.