HomeMy WebLinkAboutaccreditation* * Quantitative – hard data Qualitative -- feelings * * * * * * * * * * * * * * * * * * * * * Standard of Cover - Key Elements - Risk assessment of the community Time and on-scene performance
expectations Establishing an effective response force Distribution and concentration of resources Response reliability Historical response data Student Interns and their contributions
Adam Chapin (2/2/05 – 12/30/05). U of I mechanical engineering. Created an analysis tool in MS Excel to quantify risk for the 20,000 plus buildings in Iowa City. The RHAVE project
was an important first step in enumerating the scope, complexity, and relationship of the various risk factors. Student Intern Nick Prybil (3/2/06 – 12/21/07). U of I mechanical engineering
major. Completed the RHAVE database and worked with Rick Havel of Johnson County Information Services to display risk data along with chronological layers of response data in a GIS
map file. Student Intern Bogdana Rus (8/30/05 – 8/31/07). U of I urban planning graduate student. Bogdana worked with all of our documents. She edited the PIs and put together the
Standard of Response documents. She created the charts and graphs and assembled the required exhibits. Student Intern Joe Enright (August 2010 – May 2012). Mechanical Engineer student
at the U of I. Joe took the now very large RHAVE spreadsheet and converted it to a database for easier access and sorting. Student Intern Amal Eltahir (July 1, 2011 – Present). Graduate
of Khartoum School of Architecture, Kartoum, Sudan. U of I M.S. candidate in the School of Urban and Regional Planning. Amal drafted a new SOC and provided GIS mapping skills. Today’s
SOC is very detailed and comprehensive - 258 pages long. Our first edition was 74 pages in length. Peer Assessor Duties & Responsibilities Review documentation & exhibits Conduct
interviews Observe activities demonstrating compliance Verify & Validate – Do we do what we say we do? Affix scores where appropriate Write a draft report Participate in de-briefing
From 2008 - 2012 Three ICFD command staff officers served as peer assessors on 10 different accreditation site visit teams. To participate cost our agency nothing. In every case the
officer brought home a wealth of experience and knowledge that assisted us with incremental improvement efforts here at home. August 13, 2008 ICFD Agency Status Registered Agency -
3/15/05 Access to CFAI materials, newsletter, network Applicant Agency - 3/3/06 Must have accreditation manager Must upload documents within 18 months Scott Avery, accreditation mentor
Candidate Agency - 9/13/07 Peer assessment team assigned SharePoint site established – documents clarified and modified through February 2008 Site visit (March 2-6, 2008) Accredited
Agency – 8/13/08 Agency Reaccreditation Application – 6/25/12 Site Visit – April of 2013 Results - Policies that didn’t exist or have been substantially rewritten Research & Development
Salute to Retirees Commercial Card Use Honor Guard Pager Use/Emergency Staffing Protective Clothing Inspection Critical Incident Stress Debriefing Training Program Funeral Leave Notification
Conduct Near Miss Reporting Accidents Involving FD Injury/Illness Exposure Major Off-Duty Illness/Injury Emergency Resource List Commercial/Industrial Training Meritorious Exceptional
Performance Station Assignments Personnel Development Evaluation Project Safe Place Receiving, Processing Personnel Complaints Facility Preventive Maintenance Policy and Data Review
Serious Injury/Disability/Death Temporary Light Duty Organization Structure of the FD Policies, continued . . . Code RED-Emergency Staffing & Callback Station Assignments Usage of Time
Promotions New/Retired Checklist & Orientation Schedule Fees for FD Services Telephone/Cell Phone Etiquette Department Journal/Staff Activity Reports Annual Employee Survey Hazard Vulnerability
Analysis Safety Procedures for FD Personnel Post-Incident Critique Facility Preventive Maintenance Inspection/Request for Repairs Youth Fire Setter Intervention Scheduling Station Tours
and PR Activities ABDL Inspections Results - Guidelines that didn’t exist or have been substantially rewritten Fire Inspections Special Ops Response Team Rapid Damage Assessment Class
A&B Foam Application Apparatus Refueling – Extended Operations Fireground Radio Talkgroup Approach Report Apparatus Riding Assignments Clandestine Drug Labs Emergency Communications
Signal Flammable Gas Incidents High-Rise Operations Rapid Intervention Teams Fire Investigations Knox Operations Water/Ice Rescue Personal Protective Equipment Training Center Procedures
Vehicle Extrication Out-of-District Coverage Response to Suspicious Packages Passport Accountability Incident Management System Trench Collapse Fireground Strategy Fireground Ventilation
Structure Fire Operations Water Supply Procedures for Roadway Incidents Wilderness Search & Rescue Incident Command Post Dispatch Protocols Operating Procedures for Roadway Mutual Aid
Clear Text Definitions Guidelines, continued I-80 Automatic Joint Response Animal Rescue Pubic Education Guidelines Fire Prevention/Life Safety Program High-Rise Operations Water Supply
MAY-DAY Operations Lost / Trapped Firefighter Basic Survival Rapid Intervention Crews Vehicle Extrication Structural Collapse Response Structure Fire Operations Fireground Ventilation
Citizen Assist Calls for Service EMS Operations at Urban Search & Rescue Haz-mat Team Member Response Procedures Responding to Haz-mat Incidents Rope and Confined Space Rescue Trench/Collapse
Wilderness Search and Rescue More Results -- directly or indirectly related to accreditation Fire Station #2 reconstructed – 2009 Fire Station #4 groundbreaking – 2009 Videoconferencing
equipment added - 2009 AFG awarded to support electronic-based fire inspections – 2010 New Strategic Plan – 2010 CPAT testing began – 2010 Fire Station #4 opened – 2011 JECC opened -
2011 Three new Pierce fire apparatus placed into service – 2011 Rescue Boat delivered – 2011 MDCs added – 2011 Peer Fitness Trainers – 2011 AFG awarded to support the implementation
of Blue Card ICS – 2011 ISO rating improved from Class 3 to Class 2 – 2011 iStation web portal made operational – 2011 FH Analytics purchased - 2012 So, What Happens Next? Document
review and site visit that will result in a recommendation for reaccreditation. A whole new set of ‘to-do lists’ based upon report recommendations. The process repeats itself. The
first annual compliance report will be due one year later. The business of accreditation is a process for our fire department and not a once every five year project. “If you don’t
chase perfection, you will never have a chance to catch excellence.” Vince Lombardi Questions or Comments? * Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial
revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was used during World War II to assist the United States in
its efforts to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers. They asked Dr. Deming how long
it would take to shift the perception of the world from the existing paradigm that Japan produced cheap, shoddy imitations to one of producing innovative quality products. He told them
if they would follow his directions, they could achieve the desired outcome in five years. As Dr. Deming told it, “They surprised me and did it in four years.” Creating a constancy
of purpose for continual improvement of products and service to society was the hallmark of his philosophy. In 1981, U.S. automakers were turning out 7.3 defects/automobile In 1996,
U.S. automakers dropped that rate to 1.5 defects/automobile. * * * * * * * * * * * * * “Incremental improvement is preferred over the paralysis of waiting until we can achieve perfection.”
W. Edwards Deming Commission on Fire Accreditation International What does it mean to be an accredited fire department? How did we get to be accredited? Why is accreditation important?
What happens next? Fire Service Accreditation Fire service accreditation began in 1986, when the International Association of Fire Chiefs (IAFC) and the International City-County Management
Association (ICMA) met to develop the concepts and design for continuous improvement of the fire service industry. Dec. 13, 1996, an agreement was executed to create the Commission on
Fire Accreditation International (CFAI) to award accreditation to fire and emergency service agencies. March, 2006, the name was changed to Center for Public Safety Excellence The Commission
on Fire Accreditation International became an entity under CPSE The Commission on Professional Credentialing was added -- Chief Fire Officer Chief EMS Officer Chief Training Officer
Fire Marshal Fire Officer Today, the CFAI website lists 161 accredited agencies What is “Accreditation”? Accreditation is a comprehensive assessment and evaluation process that determines
whether or not an agency is meeting certain predetermined standards or qualifications that are commensurate with its responsibility. Accreditation ensures a basic level of quality in
the services received from an agency. It provides a model that assists the agency in continually improving the quality and performance of the organization. Why is accreditation important
to our fire department? Local government executives face increasing pressure to "do more with less" and justify their expenditures by demonstrating a direct link to improved or expanded
services. Particularly for emergency services, local officials need criteria to assess professional performance and efficiency. The CFAI accreditation process provides a well-defined,
internationally-recognized benchmark system to measure the quality of fire and emergency services. Benefits Promotes excellence within the organization; Encourages quality improvement
through a continuous self assessment process; Provides assurance to peers and the public that the organization has defined a mission and related objectives that will result in improving
organizational performance; Identifies areas of strength and weakness; A methodology for building on strong points and addressing deficiencies; Fosters pride in an organization, from
department members, community leaders and citizens. What it did for my department -- “Whether or not our organization would have been accredited or not, going through the process of
an in-depth structured self assessment proved to be invaluable. Completing the “look in the mirror” proved to our members that there were things that we were doing that we were not
doing as well as we could be and also the things that we were doing that was right on the mark as far as accepted or expected standards.” Steve Westermann, CFO, Fire Chief Central Jackson
County Fire Protection District (MO) What accreditation has done for my department -- “By utilizing compelling evidence provided by the CFAI process, we validated the need for a new
fire station, initiated an aggressive apparatus replacement schedule, improved our operational guidelines, and much more. The institutionalization of the accreditation model has vastly
improved our capability to substantiate operational needs and to communicate those needs to our municipal government leaders.” Mike Stallings, CFO/EFO, Division Chief Rocky Mount Fire
Department (NC) “It’s much more than a plaque on the wall, a patch on your shirt, or a sticker on the apparatus door.” Andrew J. Rocca, Fire Chief IOWA CITY FIRE DEPARTMENT Ten Performance
Evaluation Categories Governance and Administration Assessment and Planning Goals and Objectives Financial Resources Programs There are ten major categories, broken down into
43 criteria, with more than 253 performance indicators. Category 5: Programs Fire Suppression Fire Prevention/Life Safety Program Public Education Program Fire Investigation Program
Technical Rescue Hazardous Materials Emergency Medical Services Domestic Preparedness Planning and Response Aviation Rescue and Firefighting Services Marine and Shipboard and Firefighting
Services Other Programs Evaluation Categories Physical Resources Human Resources Training and Competency Essential Resources External Systems Relationships Within the Categories Within
each broad category there are specific Criterions (43) and divided among Criteria are 253 Performance Indicators The Performance Indicators define the areas where an agency can demonstrate
they are addressing the categories and criteria Some Performance Indicators (82) are designated as Core Competencies Elements of a Performance Indicator Description – describes the
program, procedure or activity. Answers the question, “What are you currently doing in this area?” Appraisal – evaluates (measures) past performance of the program, procedure or activity
Plan – answers the question, “What are your future plans?” Collection of Data and Exhibits Exhibits and Data are needed to validate the agency’s response to the performance indicators
Examples: Policies and Procedures Records and Official Documents Journals, Logs, Reports, and Meeting Minutes Response Time Data Measurement In the accreditation process there is some
information that is qualitative and some that is quantitative Measurement provides a means of replacing qualitative distinctions with quantitative distinctions. It introduces precision
into judgments Fire Service accreditation evaluation requires performance indicators be verified whether they be quantitative or qualitative Accreditation Models Fire Service – CFAI
Performance based Law Enforcement – CLEA Standards based Steps to Accreditation Registered Agency – 3 yr Applicant Agency – 18 months Candidate Agency – Peer review of documents and
on-site peer assessment Accredited Agency – 5 yrs with annual compliance reports Re-Accreditation – repeat steps 3 & 4 every five years thereafter Our efforts began in 1997 In the beginning
. . . Mission, Vision, & Values Statements March 24, 1997 - The kick-off department meeting. This and five follow-up meetings were facilitated by Tim Shields of the Iowa Institute
of Public Affairs. Mr. Shields met independently with each shift and the command staff. A final combined meeting led to the formation of the department’s mission, vision, and values
statements. Self-Assessment August 29, 1997 - Charter member committees established. Began by completing the 156 page Research and Information Collection Guide. Working out of the
2nd Edition Fire and Emergency Services Self-Assessment Manual. Accredited under the 7th Edition. Seeking reaccreditation today under the 8th Edition of the FESSAM and the 5th Edition
of the SOC. ADMINISTRATION AND SUPPORT OPERATIONS B.C. Humston Brenda Miller B.C. Stutzman Lt. Grier Capt. Blank FF. Langstaff Capt. Smith FF. Vest Lt. Lacina FF. Rohr Capt.
Barta FF. Suedkamp Lt. B. Platz FF. Riss Lt. Hanson FF. Buser Lt. Stimmel Lt. Bok FF. Tinnes FIRE PREVENTION TRAINING F.M. Jensen FF. Koch B.C. Brenneman FF.
Reyhons Lt. Brown FF. Knight T.O. Dolan FF. Henry Lt. Kelly FF. Greer FF. Hansen FF. Wyss FF. Bredman Original Committee Members Self-Assessment December 1999 First draft
completed. The appraisals clearly identified our strengths as well as those areas in need of improvement. ‘To-do lists’ evolved as a popular way of tracking progress and prioritizing
goals. There was a lot of work to be done. Some shortcomings were easily corrected, others required budget authority and/or a sequence of changes to ultimately comply. Creating a Strategic
Plan “The process by which the organization can envision its future and develop the necessary procedures and operations to achieve that future.” ICFD 10-Year Strategic Plan FY2003
to FY2012 Released July 2002 Strategic Plan February 12, 2001 Jude West, Professor Emeritus, Management and Organizations Department, The University of Iowa, was retained to assist
with the development. The committee included the ICFD command staff (Rocca, Jensen, Stutzman, Brenneman, Humston, Smith) PCD Assistant Director Jeff Davidson and citizen members Ann
Rhodes and James Berry. Strategic Plan August 2002 The FY2003 to FY2012 plan was presented to council. It included 18 goals. January 6, 2006 An addendum to the plan was released,
adding nine (9) more goals to the FY2006 to FY2008 time frame. 2010 The FY2011 – 2016 Strategic Plan was presented to council. The plan included 6 broad goals. July 2012 The FY2013
– FY2016 Strategic Plan Addendum was released. Slow, Steady Progress . . . 11 of the original 18 Strategic Plan goals were completed or substantially completed. All 9 of the addendum
goals to the Strategic Plan were completed or substantially completed. Considerable progress on the FY2011-FY2016 Strategic Plan led to a FY2013-FY2016 Strategic Plan Addendum. Creating
a Standard of Cover “Those written policies and procedures that establish the distribution and concentration of fixed and mobile resources of an agency.” * Dr. W. Edwards Deming is
known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was
used during World War II to assist the United States in its efforts to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial
leaders and engineers. They asked Dr. Deming how long it would take to shift the perception of the world from the existing paradigm that Japan produced cheap, shoddy imitations to one
of producing innovative quality products. He told them if they would follow his directions, they could achieve the desired outcome in five years. As Dr. Deming told it, “They surprised
me and did it in four years.” Creating a constancy of purpose for continual improvement of products and service to society was the hallmark of his philosophy. In 1981, U.S. automakers
were turning out 7.3 defects/automobile In 1996, U.S. automakers dropped that rate to 1.5 defects/automobile. * * * * * * * * * * * * * * * Quantitative – hard data Qualitative --
feelings * * * * * * * * * * * * * * * * * * * * *