Community Risk Reduction Summit - Vision 20/20 · 3 | Page Vision 20/20 CRR Summit Report November...
Transcript of Community Risk Reduction Summit - Vision 20/20 · 3 | Page Vision 20/20 CRR Summit Report November...
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.