Fire Officer cheat sheet

Progressive discipline order: verbal counseling, written reprimand, suspension, demotion, termination; each step requires documented prior notice.

Grievance timelines typically require filing within 5-10 working days of the triggering event; missed deadlines usually forfeit the grievance.

A hostile work environment claim requires unwelcome conduct based on a protected class that is severe or pervasive enough to alter employment conditions.

Span of control for fire company supervision: one officer to 3-7 subordinates per unit; broader spans reduce direct oversight quality.

Uniformed personnel records: retain disciplinary documentation per jurisdiction; FLSA requires payroll records be kept at least 3 years.

FLSA 7(k) exemption allows fire agencies a 28-day work period (or 7-28 day period) before overtime is calculated.

Probationary periods commonly run 6-12 months; probationers may be terminated with reduced due-process requirements per policy or contract.

Just cause discipline follows a seven-test framework: notice, reasonable rule, investigation, fair investigation, proof, equal treatment, appropriate penalty.

Public records requests: agencies must respond within statutory deadlines (often 5-10 business days) and may only withhold exempt records.

Open meeting laws require advance public notice (commonly 48-72 hours) and permit closed sessions only for enumerated topics such as personnel or litigation.

Intergovernmental agreements (mutual aid, automatic aid) should specify cost recovery, liability, and command authority in writing.

Media relations during incidents: designate one public information officer; all others refer inquiries to the PIO.

Political activity restrictions: uniformed personnel may vote and attend, but usually may not campaign in uniform or solicit political funds on duty.

Community risk reduction messaging aligns with NFPA 1452 and 1730 community risk assessment frameworks.

Public budget hearings typically require published notice and a legally adopted budget before the fiscal year begins.

Standard operating procedures differ from guidelines: SOPs are mandatory directives; SOGs allow field discretion within limits.

Budget types: line-item (by object), program (by activity), zero-based (each item justified from zero), and performance (by outcome measure).

Capital budget covers items with useful life over one year (apparatus, stations); operating budget covers recurring annual costs.

Cost recovery for services must be authorized by ordinance or council resolution before billing.

Records retention schedules are set by state archives or statute; incident reports often retained 7 years to permanently.

NFPA 1201 addresses organization and deployment of fire suppression, EMS, and special operations for public fire services.

Grant management: federal awards generally require Single Audit when total federal expenditures exceed $750,000 in a fiscal year.

Fire cause classifications: accidental, natural, incendiary, undetermined, and (some codes) explosion/failure of equipment.

Origin and cause determination begins with exterior 360-degree survey, then interior systematic grid search, then area of greatest damage.

Fire flow estimation: NFA formula = (Length x Width) / 3 for full involvement of a single-story building; multiply by floors for multi-story.

Occupancy inspection: verify means of egress width, exit signage, extinguisher placement (travel distance 75 ft max to a Class A extinguisher), and extension cord use.

Spoliation: evidence must be preserved once litigation is reasonably anticipated; investigators document chain of custody for every item collected.

Knox box and access control compliance and sprinkler/alarm acceptance testing are common inspection checkpoints under NFPA 1, 101, and 25.

Arson investigation requires proving corpus delicti (a fire occurred and was set) before pursuing a suspect.

Incident command system: single command, unified command for multi-agency, and transfer of command with a formal briefing.

NIMS span of control is 3-7 with optimal 5; divisions are geographic, groups are functional.

NFPA 1710 (career) response benchmarks: 240 seconds (4 min) travel for first-arriving engine, 480 seconds for full first-alarm assignment.

NFPA 1720 (volunteer) response: 15 minutes to 90% of calls in urban areas (population >30,000).

Accountability: PAR (personnel accountability report) is conducted at benchmarks and whenever conditions change or a MAYDAY occurs.

Rapid intervention crew: minimum two members standing by, in PPE with tools, ready for immediate rescue.

Mayday radio traffic should include LUNAR: Location, Unit, Name, Air, Resources needed.

NFPA 1500 is the standard for fire department occupational safety, health, and wellness programs.

Two-in/two-out rule (29 CFR 1910.134 and NFPA 1404): interior structural firefighting requires at least two members inside and two outside before entry.

SCBA air consumption: at 45 liters/min working rate, a 45-minute cylinder lasts about 30 minutes under moderate work.

Rehabilitation (NFPA 1584) should begin after 20-30 minutes of strenuous work, one full cylinder, or when the IC determines; rehydrate and monitor vitals.

Post-incident exposure: gross decontamination of PPE and skin within one hour reduces carcinogen absorption; document exposures.

Infectious disease exposure requires immediate reporting, source evaluation, and post-exposure prophylaxis evaluation within hours.

Annual medical evaluations per NFPA 1582 determine fitness for duty; the firefighter's personal physician does not make that determination.

Public education frameworks: NFPA 1452 (community risk reduction), NFPA 1035 (public educator professional qualifications), and NFPA 1730 (community risk assessment).

Smoke alarm guidance: install on every level, inside each bedroom, and outside sleeping areas; test monthly; replace units every 10 years.

Fire safety education should be age-appropriate: for preschool use concrete rules; for adults use risk statistics and behavioral framing.

Home escape planning: two ways out, a meeting place, and practice drills twice yearly.

Fire prevention codes: NFPA 1 (Fire Code) and NFPA 101 (Life Safety Code); the adopted edition governs enforcement.

Juvenile firesetter intervention programs should be family-involved, non-punitive, and referral-based for first-time incidents.

Cooking is the leading cause of home fires and home fire injuries; heating is the second-leading cause of home fire deaths.

Situational leadership: directing (high task/low relationship), coaching, supporting, and delegating as follower maturity increases.

Transformational leadership components: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration.

Maslow's hierarchy (physiological, safety, belonging, esteem, self-actualization) explains motivation priorities; safety needs dominate during crisis.

SMART goals: specific, measurable, achievable, relevant, time-bound.

Conflict resolution modes: competing, collaborating, compromising, avoiding, accommodating; collaborating is preferred for long-term issues.

Delegation requires authority, responsibility, and accountability; the leader retains accountability even after delegating.

Feedback should be behavior-specific and timely (within 24-48 hours) to be effective.

Recruitment and selection must comply with EEO; job-related, validated selection criteria reduce adverse impact claims.

Performance improvement plans (PIPs) document deficiencies, measurable goals, and a review timeline, usually 30-90 days.

Employee assistance programs (EAPs) provide confidential referral for substance abuse, stress, and family issues; supervisors refer, not diagnose.

Collective bargaining agreements govern discipline, seniority, and grievance procedures where a union is certified.

Fair Labor Standards Act: fire suppression employees are typically non-exempt; administrative and executive exemptions require salary basis and duties tests.

Documentation should be contemporaneous and factual; opinions and labels like 'attitude problem' weaken disciplinary records.

The fire chief typically reports to the city manager or mayor depending on the charter; clarify reporting lines in the charter or ordinance.

Public information officers should be trained in crisis communication and media relations; PIO functions follow NIMS/ICS public information structures.

Community engagement metrics: response times, inspection completion rates, public education reach, and customer satisfaction survey results.

Legislative advocacy: agencies may provide factual information to legislators but may not use public funds for political campaigns.

Social media policy should address personal accounts, on-duty use, and release of incident information.

Budget cycle: preparation, adoption, execution, audit; public hearings are typically required before adoption.

Apparatus replacement planning uses life-cycle cost analysis including maintenance, fuel, and residual value.

Records management: classify records as permanent, temporary, or transitory; destruction requires authorization by retention schedule.

Risk management: identify, evaluate, and control risk through avoidance, reduction, transfer (insurance), or retention.

Purchasing thresholds often require formal bid or RFP processes above a set dollar amount (commonly $10,000-$50,000 by jurisdiction).

Inspection frequency should be risk-based: high-hazard occupancies inspected more often than low-hazard.

Fire investigation uses the scientific method: identify the problem, collect data, develop hypotheses, test, and select the most probable.

The area of origin is where the fire began; the point of origin is the exact location within that area.

Burn patterns (V-patterns, char, alligatoring, spalling) are indicators, not proof; corroborate with witness statements and physical evidence.

Notice of violation should specify the code section, the deficiency, the correction required, and a compliance deadline.

Fire department access and water supply requirements are verified during pre-incident planning and inspection.

Incident priorities: life safety, incident stabilization, property conservation, in that order.

Strategy modes: offensive (interior), defensive (exterior), and transitional; the IC selects based on risk/benefit.

Risk management: risk a lot to save a lot, risk little to save little, risk nothing to save nothing already lost.

Building construction cues: Type I (fire-resistive), II (noncombustible), III (ordinary), IV (heavy timber), V (wood frame).

Water supply: first-arriving engine should establish supply (hydrant or static source) before committing lines whenever possible.

Pre-incident plans should identify occupancy, access, water supply, hazards, and special considerations.

Firefighter cancer risk is elevated; use PPE, gross decontamination, and a second set of PPE or turnout gear bag to limit transport of contaminants.

Behavioral health: peer support teams, critical incident stress management (CISM), and confidential counseling reduce long-term risk.

Cardiac events are the leading cause of on-duty firefighter deaths; fitness and medical screening are primary prevention.

Vehicle operations: seat belts and apparatus driver training (NFPA 1002, 1451) are required for emergency vehicle operation.

Live-fire training requires compliance with NFPA 1403 including safety officer, accountability, and SCBA use.

Heat stress: monitor heart rate, body temperature, and hydration; remove from work and cool actively if symptoms develop.

Fire prevention inspections should be conducted by qualified personnel per NFPA 1031 (fire inspector professional qualifications).

Public education programs should be evaluated for behavior change, not just attendance.

Home safety visits should include smoke alarm testing, escape plan review, and hazard identification.

School programs should align with national health and safety education standards and be age-appropriate.

Fire drills in occupancies should be documented with date, time, participants, and evacuation time.

Leadership styles: autocratic, democratic, laissez-faire; the effective leader matches style to situation and follower readiness.

Coaching uses questioning and reflection; directing uses clear instruction; the choice depends on the follower's competence and commitment.

Team development stages: forming, storming, norming, performing, adjourning.

Change management: communicate the why, involve stakeholders, provide training, and measure results.

Ethical decision-making frameworks: identify the issue, gather facts, consider stakeholders, evaluate alternatives, decide, and act.

Discipline should be progressive unless the offense is severe enough to warrant immediate termination (e.g., theft, violence, on-duty impairment).

Just cause requires that the penalty fit the offense and be consistent with past practice for similar conduct.

The grievance process typically has steps: supervisor, chief, HR, arbitration; each step has defined timelines.

Employee performance evaluations should be based on observable, documented behavior and measurable goals.

Training records should be maintained for all personnel including certifications, continuing education, and recertification dates.

Community risk reduction programs should be based on local data (incident types, demographics, geography).

Public trust is built through transparency, consistent communication, and follow-through on commitments.

Partner agencies include law enforcement, public health, schools, utilities, and nonprofit organizations.

Media interviews should include key messages, supporting facts, and a call to action; avoid speculation.

Community events should be planned with safety, accessibility, and inclusion in mind.

Standard operating procedures should be reviewed and updated regularly and approved by the chief.

Data analysis for administration includes response time, call volume, unit hour utilization, and cost per call.

Staffing models should account for minimum staffing, leave, training, and sick time.

Technology systems (CAD, RMS, GIS) should support decision-making and be integrated where possible.

Contracts for services should specify scope, performance measures, term, and termination provisions.

Fire inspection reports should be clear, objective, and defensible; include photos and measurements where relevant.

Investigation reports should distinguish observed facts from opinions and include a conclusion supported by evidence.

Witness interviews should be conducted separately and documented promptly; memory decays quickly.

Evidence should be photographed in place before collection, and a chain of custody maintained.

Court testimony should be factual, prepared, and consistent with reports.

Incident action plans (IAPs) should be written for complex incidents and communicated to all units.

Benchmarks include: arrival, water on fire, primary search complete, secondary search complete, fire control, and loss stopped.

Communications should be clear, concise, and use plain language; avoid codes when interoperating.

Apparatus placement should consider access, collapse zones, water supply, and egress.

Rehab and rotation should be planned for extended incidents.

Safety officer duties: monitor conditions, identify hazards, and have authority to stop unsafe acts.

PPE inspection should occur before each use; damaged PPE must be removed from service.

Hearing protection and eye protection are required in high-noise and hazard areas.

Vehicle backing and driving require spotters and adherence to department policies.

Injury and near-miss reporting should be non-punitive to encourage reporting.

Fire prevention codes should be adopted by ordinance and enforced consistently.

Public education should target high-risk populations and behaviors identified through data.

Partnerships with schools, healthcare, and community groups extend reach.

Evaluation of programs should include pre/post knowledge and behavior measures.

Documentation of education activities supports grant applications and program justification.

Leaders should set expectations, provide resources, and remove obstacles.

Accountability requires clear standards and consistent follow-through.

Mentoring and succession planning develop future leaders.

Decision-making should consider risk, resources, and mission.

Communication should be timely, clear, and two-way.