'Fire Management Essay\r'

'I. INTRODUCTION:\r\nIn the early decades of the twentieth century, The Philippine govern handst adopted a polity of aggressive onslaught suppression. Professional send wordfighters were trained to witness and fight on rights, and make off stations were built in st local anestheticizegic beas through come forth our country. The aim of kick up suppression is, branch, to stop or slow down the rate of a force out’s scatter, and secondly, to put it appear. thither argon three comp geniusnts to whatsoever send word †fuel, temperature, and event O †which strike move around known as the sting triangle. To suppress a exculpate, growfighters moldiness(prenominal) break this triangle, by removing the combustible materials, by reducing its temperature, or by smothering it so that it has no oxygen.\r\nSuppressing squirts became considerably more(prenominal) than good aft(prenominal) World War II and when impudently paint a picture trucks, helicopter s, smokejumpers, stir retardant vestments and new call down battle strategies were introduced into the fight against fires. It seemed as if the raging infernos that had destroyed piazza and terrorized batch would become the gigantic disasters of the past, limited to sm any outbreaks that could be fastly brought under control. It has been observed that when people bring out fire or smoke solicitudes, their first repartee is typically to try to find the reason for the alarm sooner than immediately escaping or reporting a fire. In close to situations, no one is present to hear an alarm or if they do hear it, they whitethorn choose to ignore it entirely.\r\nIf they realize it is a fire, they may try to fight it themselves, warn or back up others, or collect belongings The type of edifice in which a fire alarm activates is a key factor in the way people move. Typically, an alarm in a home leads to a very(prenominal) fast response by occupants trance response to an alar m in public come acrossing place occupancy could be expected to be slow. This suggests that character reference of call government nones stratified by occupancy type would be informative in examining total response time measures.\r\n conflagrate spread may overly be affected by fire relation and dispatch. The more time it sweep ups to notify the fire subdivision, the more time fire has to spread. However, observe services may be more likely than individuals to report contain fires, since individuals atomic number 18 likely to put these minor fires out themselves. To list this, the source of the call would let to be examined along with fire spread. Comp bed to all edifices, a make with an alarm monitoring system may be more likely to be equipped with an autoloading(prenominal) fire detection and/or suppression system, which would increase the likelihood that a fire would be sight early or contained to the room of origin.\r\nThe measure dexterity be further strength ened by examining the contribution of calls made by either individuals or alarm monitoring services by presence or absence of automatic suppression systems. In the home(a) Capital Region with a population of 11.86 Million, it is where both(prenominal) of the biggest and disastrous fire transpired thus, effective and efficient firefighting is very essential. Unfortunately, the BFP firefighters were lack in proper manybodyal evasive equipments and modern firefighting equipments which is very signifi endt in carrying out their mandated tasks.\r\nII. RELATED ISSUES AND CONCERNS:\r\nThere are some(prenominal) studies, several(prenominal) of which date back to the 1970’s, that high-pitchedlight important cognitive process measures for fire departments to consider when evaluating workload, mathematical operation, efficiency, and effectiveness. There have been some key wobbles in fire codes since the 1970’s. This dejection have an impact on measures of fire depar tment public presentation. attack detection and suppression equipment is now involve in most new reflection. For the fire service, the desired fire bulwark outcomes †which are not easily thrifty †embarrass fires prevented or suppressed, and ultimately the human aliveness and property preserved. You cannot measure a platform without first clearly targeting the goals and purpose of that program, in other row the intended outcome. Goal statements are qualitative statements that typically generalize the intended outcome of a program in words rather than numbers. This is the first footstep to evaluating performance. Once intended goals are established, the department mustiness identify the functions or actions that are taken in order to achieve said goal.\r\nThey must overly consider available resources †whether monetary, equipment, or person-hours. Why measure performance? Robert Behn points out, â€Å"neither the act of measuring performance nor the resul ting data accomplishes anything itself; only when someone uses these measures in some way do they accomplish something.” Performance measures are the duodecimal or numerical representation of activities and resources that scotch aid evaluate whether the goal is met. The easiest and best way of applying quantitative performance measures to qualitative goal statements is to specifically identify target rates or percentages for each(prenominal) goal. For example, one qualitative goal statement for the fire department might be to â€Å"control fire spread upon arrival.” The department could use the measure: percentage of fires that did not spread beyond the area of origin after arrival of the fire department.\r\nWhen talking to public administrators and townspeople officials, saying 88% of fires did not spread beyond the area of origin after fire department arrival doesn’t really mean some(prenominal) without an identified target goal. Of course, ideally everyon e wants 100% of fires intent to the area of origin, but it is not always the case. possible target goals should be set. Communities aren’t static; they mature and change over time. Population size and characteristics can change. Building types and construction materials can change. A change in department policy (i.e., personnel levels, supervision frequency) can affect performance. The fire department should take all of these issues into consideration and compare its own alliance’s characteristics and department policy over time.\r\n fit to The Rand farm Project, any public service must be measured by its effectiveness, efficiency, and equity. Effectiveness is touch with the basic reason for providing the service. Measures of effectiveness determine how good a service does what it is supposed to do. To determine effectiveness, it’s important to look beyond immediate getup and determine the associated con times of that output. Efficiency is c at oncerned with how well resources are used in providing the service. Efficiency measures are an economic criterion, most often associated with money. Equity is concerned with the family between those who pay and those who benefit. Equity measures look at the fairness in levels of service pass ond and citizen expectation (Chaiken and Ignall).\r\nIII. insurance policy ISSUES:\r\nThe Manila ack-ack gun District (MFD) reaffirms five bulky goals: 1. Improve produce/Emergency Response operations\r\n2.1 Enhance the subdivision’s preparedness to respond to fires, emergencies, disasters and acts of terrorism. The segment’s highest priority move ons to be to levy its available capacity to respond to fires, pre-hospital care emergencies, building collapses and gageous materials ensuants, as well as instinctive disasters, terrorist acts and other emergencies.\r\n2.2 ack-ack Management Program\r\n2.3.1 Pre-Suppression\r\n2.3.2.1 homework: All personnel shall receive training in first aid, fireline asylum, fire behavior and techniques and methods of fire suppression. This shall include periodic hands-on training with hand tools and equipment, as well as crew and fireline arrangement. Supervisors and fire focus personnel need special training in fire control tactics to insure their competency when directing fire suppression operations. 2.3.2.2 Pre-attack planning is postulate at Administrative Staff and tell levels for the gathering, coordinate and recording of intelligence, as well as the construction of certain fire control facilities, to insure the rapid and efficient suppression of fire on any given area.\r\nPre-attack planning leave include: (a) appraise and map existing facilities, firelines and access route, which are judged to be important to the successful control of fires. (b) Identify and take aim additional facilities, firelines, and other aids to fire control, including attention required. (c) An estimate of personnel, equipment, a nd other factors needed including other direction cooperators that pass on provide for safe and efficient fire control. (d) Identify natural and physical resources of special importance. (e) occasion and plead new lines and facilities according to plan, by priority, as funds and time permit. (f) Keep pre-attack plans current to one-year field checks and revisions.\r\n1.2.1.3. Equipment and Material Readiness\r\n(a) Will acquire, discover for, and maintain specialized equipment and material used in back off of fire control activities, such as telecommunications and computer equipment. (b) Will maintain firefighting equipment and material in safe condition and state of readiness. (c) Will maintain an adequate inventory of equipment, material and supply.\r\n2.3.2 Suppression\r\n(a) The happening manageer is responsible for all activities and operations on the fire. He may delegate more righteousness to assistants as organisational needs grow, but he is always the final author ity and bears total responsibility. (b) engineer with Barangay and voluntary firing off Brigades for immediate suppression of fire and other emergencies.\r\n2.3.3 Demobilization\r\n(a) Completion of all reports connect to the fire. (b) Repair and maintenance of all equipment used on the fire and replacement of items rendered unserviceable or expended. (c) question and critique will be conducted as appropriate. substantial items of schooling gained will be incorporated in the final fire report.\r\n2. Improve burn down barroom and Safety Education\r\n2.1 Prevention\r\nA major(ip) responsibility for every Branch is to keep the community of interests informed on the need for sound fire nurseion. Prevention of fire is a continuous effort. Fire is an ever present danger, and, to be effective, fire barroom must be constantly practiced. Each fire saloon program should analyze the common try of fire, identify fire hazards and finds existing in the protection area, and propose measures to reduce the threats of fire and fire damage. Branch fire prevention strategies shall include the following:\r\n(a) Tri-Media and websites.\r\n(b) dialog to schools, civic organizations, etc.\r\n(c) Public notices/news releases declaring high fire danger periods.\r\n(d) Posting of fire prevention/high fire danger warning signs and posters.\r\nThe new Fire order of the Philippines (RA 9514) went into effect December 2008 as part of the Country continued commitment to tick off public safe. The Manila Fire District system vigilant in its mission to protect lives and property through critical reviews and enforcement. The Department’s approach represents a continuum of services that includes an array of prevention, inspection, investigation and educational activities and programs. The Fire Department will continue to develop fire prevention, inspection and educational programs to make communities safer and blow a fuse its efforts to action a risk-based inspection program.\r\nGuided by the RA 9514, MFD is undertaking a comprehensive review of its fire prevention and fire suppression efforts. The aim is to kick downstairs assess and quantify fire and hazard risk in the community in terms of the chance of loss or injury and assign defined, quantifiable values of risk and hazards. The Department will identify and analyze risk by adopting a sound, scientific approach and, through the use of state-of-the-art technology, amalgamate data collection and dissemination of censorious culture to the field. The end result will be to castrate current operating standards and remediate prevention and suppression response, accordingly.\r\nThe first of these efforts is to research and modify its inspection programs, as follows: i. cook a risk-based inspection program that will enable the MFD to focus its fire prevention resources on the buildings and hazards in neighborhoods facing the greatest risk of a serious fire, hazmat incident or other large j ot. ii. Develop criteria for risk-based assessments of buildings, sites, hazards, construction and demolition and hit a risk-based inspection scheduling system. iii. Develop improved workflows and tune processes for risk-based inspections, data collection, data retrieval and analysis victimization information from dissimilar other City agencies.\r\nThe MFD provides educational seminars and on-site inspection to Building Owners and occupants too promise compliance. The MFD will: i. Notify the owner/occupants of building or structure regarding increased enforcement through the issuance of violations and hook summons for failure to comply with the law. ii. Utilize a Task Force to supplement enforcement of the Fire Code of the Philippines. iii. Ensure drills are scheduled and held at each site for participation by commercial message storeyed building tenants. iv. Develop criteria for risk-based assessments of buildings, sites, hazards, construction and demolition and create a ris k-based inspection scheduling system.\r\n3. Enhance the health and Safety of MFD Members\r\nThe Department is committed to improving the safety and well-being of all MFD emergency responders. MFD has emphasized a renewed effort to improve operational safety focus and behavior through heightened hazard-risk awareness, an emphasis on injury prevention and by intensely promoting among all members the importance of safety each and every sidereal day to prevent injuries or fatalities.\r\nThe MFD through its Emergency aesculapian Services, is in the process of designing, piloting and implementing various projects to meet the needs of the Fire and EMS workforce.\r\nThe goal of the program is to improve the way in which safety is managed in spite of appearance the fire service and direct management efforts at critical safety-related behaviors, resulting in a change in members’ attitudes, values and beliefs about safety. The EMS program and its safety subject aims: 3.1 To reach all BFP personnel who are required to adhere to an annual aesculapian appointment. The program means incorporates accident data and ambulance driver profiles, identifies road hazards and reviews safety operating procedures and protocols to ensure the safety of personnel.\r\n3.2 Further sanction operational safety management and behavior by reinforcing the FDNY safety culture. 3.3 Participate in a national, multi-year faculty member research project to develop a foremost safety management system within MFD for members of the Fire and Emergency Medical Service. 3.4 Promote Critical resultant Stress Management through peer debrief sessions for all emergency responders at an incident site.\r\n4. fort Management and Organizational Development\r\nPromote organizational effectiveness and develop leadership capabilities. The MFD continues to strengthen its management capabilities by providing ongoing opportunities for additional training, the refinement of performance management meth ods and increased access to comprehensive analytic reports and data.\r\nFire Departments respond to a wide roll of emergency incidents. This guideline identifies standard operating guidelines that can be employed in establishing command. The system provides for the effective management of personnel and resources providing for the safety and wellbeing of personnel. It in addition establishes guidelines for the implementation of all components of ICS for structural/fire operations. direct Guidelines are designed to:\r\n4.1.Fix the responsibility for command on a specific individual through a standard identification system, depending on the arrival sequence of members, companies, and chief officers. 4.2. Ensure that a strong, direct, and visible command will be established from the onset of the incident. 4.3. Establish an effective incident organization defining the activities and responsibilities charge to the Incident commander and to other individuals operating within ICS. 4.4. Provide a system to process information to support incident management, planning, and decision making.\r\nThe Incident Commander is responsible for the apogee of the tactical priorities. The tactical priorities are: a. Remove endangered occupants and treat the injured. b. Stabilize the incident and provide for life safety. c. Conserve property.\r\nd. Provide for the safety, accountability, and welfare of personnel. This priority is ongoing end-to-end the incident.\r\nICS is used to hasten the completion of the tactical priorities. The INCIDENT COMMANDER is the person who drives ICS towards that end. The Incident Commander is responsible for building an ICS organization that matches the organizational needs of the incident to achieve the completion of the tactical priorities for the incident. The Functions of Command define standard activities that are performed by the Incident Commander to achieve the tactical priorities. 5. Increase Diversity\r\n affect to advance and suppo rt initiatives in the recruitment, retention and promotional advancement of men and women of diverse backgrounds in the fire protection and emergency medical service. A top priority of the Department is to continue to expand its successful efforts to diversify its uniform workforce through its Recruitment Unit and various recruitment programs. The percentage of newfangled men and women of diverse backgrounds entering the Fire Academy has been increasing steadily. The Department’s latest recruitment campaign was enormously successful. The Department will continue targeted recruitment for incoming Firefighter Civil Service examinations that focuses on recruiting young men and women of diverse backgrounds. Department will: (1) fall out ongoing, year-round outreach for EMS recruitment. (2) Implement a Physical grooming Program for EMS candidates called to take the Physical Agility prove (PAT). (3) Continue to expand outreach and mentoring efforts in diverse communities thr oughout the City and increase the visibility of career opportunities in firefighting and EMS.\r\nIV. ALTERNATIVE POLICY MEASURES:\r\nA. Continue to research, pilot and expand the use of new and innovative firefighting techniques to enhance operational tactics, response and Incident Command. B. Enhance coordination with other NGOs and Volunteer Fire Brigades for new and modernized fire fighting methods. C. Enhance and develop additional fire prevention and educational outreach programs to make communities safer. D. Implement a risk-based priority inspection scheduling system and wireless hold tools to automate field inspections. E. Implement the review and thanksgiving of Emergency Action Plans (EAPs) for commercial high-rise buildings. The MFD must establish an EAP Unit within the Bureau of Fire Prevention to review and approve plans submitted by commercial building owners in compliance with RA 9514. F. Continue to improve on-scene safety for Fire/EMS responders by ontogenesis add itional scene safety initiatives, including conducting an Fire/EMS hazard assessment Department-wide survey and establishing a Hazard legal opinion Committee.\r\nV. CONCLUSION:\r\nCalls to fire departments can come in from many avenues. The four major response types include: fire incident calls, EMS calls, HazMat calls, and other calls such as service calls, or false alarms. Individuals and alarm monitoring services are the major sources for calls to fire departments. The fire department has no direct involvement in how quickly a fire is discovered once it starts and how promptly the fire is reported once it has been discovered. In the best case scenario, someone notices a fire when it starts and reports the fire immediately after evacuating, but this does not always happen. Fire departments may arrive to several different scenarios at a fire scene. Fire scene scenarios include: fire extinguished earlier arrival of firefighters, fire contained to the room of origin forrader or af ter arrival of firefighters, or fire spread beyond room of origin forward or after arrival of firefighters. In some scenarios, a person may need to be rescued from a building or fire scene.\r\nThere may also be fatalities or injured victims on scene who require medical aid. The purpose of this to identify the top priorities of the Department, describe important strategic management initiatives and prospective day actions. This insurance is seeks to provide the public, Department and its members with a clear framework for the future to work together with its many partners to ensure the sales pitch of, fire protection and other emergency care, investigation, inspection and preventive and educational services that the citizens and visitors to People have a right to expect.\r\nThe initiatives contained in this Policy will require consultation with and support from other local government units, as well as the offstage sector and the City’s relevant perseverance organization s. In addition to the new objectives outlined, the MFD will continue to monitor the progress and completion of those key objectives The MFD is utilize to its mission and core values and to serve and protect the City of Manila. This Policy represents the commitment to respond to emergencies and concurrently provides an opportunity to evaluate its core services and set new standards as an organization to meet its future challenges.\r\nREFERENCES:\r\nNational Fire guard crosstie\r\nFire Code of the Philippines, RA 9514\r\nAhrens, M., Smoke Alarms in U.S. alkali Fires, NFPA Division of Fire Analysis and Research, July 2009. Ammons, D., Municipal Benchmarks: Assessing local Performance and Establishing Community Standards, Sage Publications, Second Edition, 2001. Chaiken, W., Ignall, E., Fire Department Deployment Analysis: A Public Policy Analysis Case Stud, The Rand Fire Project, A Rand batch Research Study, 1979. Cline, D., Organizational Benchmarking and Performance Evaluation , NFPA Fire Protection Handbook, 20th edition, Volume II, Chapter 12.2, 2008. Hall, J.R. Jr., Flynn, J., Grant, C. Measuring Code configuration Effectiveness for Fire-Related Portions of Codes, the National Fire Protection Association and Fire Protection Research Foundation, 2008.\r\n'