NFPA 1730
Standard on Organization and
Deployment of Fire Prevention
Inspection and Code Enforcement,
Plan Review,
Investigation, and
Public Education
Operations to the Public
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Timeframe
June 22-25, 2015 Chicago, IL
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Public
Comment
link
Draft link
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Organization
Chapter 1 Administration
Chapter 2 Referenced Publications
Chapter 3 Definitions
Chapter 4 Organization
Chapter 5 Community Risk Assessment
Chapter 6 Fire Inspection and Code Enforcement
4
Organization
Chapter 7 Plan Review
Chapter 8 Investigation
Chapter 9 Public Education
Annex A Explanatory Material
Annex B Community Risk Assessment Guide
Annex C Sample Staffing Exercise
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Scope
• Minimum requirements relating to the organization
and deployment of fire prevention inspection and
code enforcement, plan review, investigation, and
public education operations to the public.
• Address functions and objectives of fire prevention
organizations (FPO) service delivery, capability and
resources.
• Addresses the strategic and policy issues involving the
organization and deployment of a fire prevention
programs and does not address methods for carrying
out specific fire prevention services, activities and
programs.
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Purpose
• Specify the minimum criteria addressing the
effectiveness and efficiency of the public FPO
of fire prevention inspection and code
enforcement, plan review, investigation, and
public education operations to the public by
fire departments and other organization.
• Nothing herein is intended to restrict any
jurisdiction from exceeding these minimum
requirements.
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This program will/will not provide
• Inspection Frequency
• Hard Numbers
– 1 per ?? population
– 1 per ?? square miles
– 1 per ?? structures
– 1 per ?? square feet
– 1 per ?? ??
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Definitions
• Normal NFPA Definitions
• Fire Prevention Organization (FPO). The
organization having authority to provide fire
prevention, inspection and code enforcement,
plan review, investigation and fire and life
safety education.
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Chapter 4 - Organization
• The AHJ shall maintain a written statement or
policy that establishes the following:
– Existence of the FPO
– Services that the FPO will provide
– Basic organizational structure
– Expected number of FPO members
– Functions that FPO members are expected to
perform.
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Fire Prevention Organization
• The FPO organizational statement shall
provide service delivery objectives, including
specific objectives for each major service
component.
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Organizational Structure
• The FPO shall have a leader and an
organizational structure that facilitates
efficient and effective management of its
resources to carry out its mandate.
• The FPO shall have an organizational structure
of the size and complexity required to
accomplish its mission.
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Management Information System (MIS)
• The FPO shall develop a MIS for the FPO.
• A MIS shall be maintained to support the
management of the FPO by providing the
leaders with data that indicate the
effectiveness of the organization in its
programs and procedures.
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Management Information System (MIS)
• Incident records shall be reviewed each year.
• The MIS shall maintain a history of services
delivered and performance outcomes as
measured against goals established through
the organizational statement.
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Finance
• Responsibility for the functions of budget
control shall fall under the direction of the
FPO leader.
• reflect and support the organization’s goals,
objectives, and expected outcomes.
• record of funds received and expended.
• records of purchases
• data available for the actual cost estimates
needed for planning and budgeting purposes.
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Records
• Record-keeping practices shall be developed,
instituted, and maintained in accordance with
nationally recognized standards, as well as
federal, state or provincial, and local
requirements.
• The FPO shall publish an annual report.
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Community Risk Assessment
• The FPO shall conduct a community risk
assessment (CRA) (see Chapter 5).
• The CRA shall be reviewed at a minimum of
once every 5 years or more frequently when
changes take place that affect the original
assessment.
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Community Risk Assessment
• The CRA shall be distributed to agencies,
departments, and employees having
responsibilities designated in the plan.
• A record shall be kept of all holders of the
CRA.
• A system shall be implemented for issuing all
changes or revisions of the CRA to all holders.
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Community Risk Reduction Plan
• Developed based on the CRA
• Identifies programs and resources
priorities
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Personnel
• The resources and personnel required to
provide the level of service(s) outlined within
4.1.1 shall be determined by the FPO or by the
authority having jurisdiction.
• The FPO shall examine opportunities to utilize
all personnel for activities within the standard.
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Process to Determining
Staffing Levels
Step 1. Scope of Services, Duties, and Desired
Outputs.
Step 2. Time Demand.
Step 3. Required Personnel Hours.
Step 4. Personnel Availability and Adjustment
Factor.
Step 5. Calculate Total Personnel Required.
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Training
• The FPO shall have training and education
programs and policies to ensure that
personnel are trained and that competency is
maintained in order to effectively, efficiently,
and safely execute all responsibilities.
• The FPO leadership shall coordinate training,
maintain training records, and assist in
evaluating the effectiveness of the program.
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Policies
• The AHJ shall develop, establish and
implement policies and procedures to ensure
compliance with this standard.
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Chapter 5
Community Risk Assessment
• Scope. This chapter shall establish a process to
identify and analyze community risks that
impact the services outlined by the FPO in
section 4.1.1.
• Purpose. The purpose is to assist in the
development and implementation of a
Community Risk Reduction (CRR) Plan and
programs to reduce, mitigate or eliminate the
community’s risks.
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Community Risk Assessment
• The FPO shall conduct a Community Risk
Assessment (CRA) to identify the needs and
the circumstances of the community and to
establish the level of fire prevention activities.
– See Appendix B for guidance on conducting a
Community Risk Assessment.
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Community Risk Assessment
• The Community Risk Assessment shall be
conducted every five (5) years or more
frequently based on community need.
• An annual review of the FPO’s loss and injury
statistics shall be conducted to identify
emerging trends which may impact the
current CRR Plan and risk reduction programs.
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Community Risk Assessment
• The Community Risk Assessment shall include the
following profiles to describe the community:
– Demographic
– Geographic
– Building stock
– Fire
– Responses
– Hazards
– Economic
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Community Risk Assessment
• Demographic Profile describes the composition of the
community’s population using various categories such
as age, gender, cultural backgrounds, language
barriers, educational attainment, socioeconomic
makeup, transient populations and other
considerations specific to a local community.
• Geographic Profile describes the physical features of
the community. Consider the nature and placement of
features such as waterways, highways, canyons,
railroads, wild-land interface, landforms, and bridges.
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Community Risk Assessment
• Building Stock Profile describes the various occupancy
classification types and numbers of buildings including
mixed occupancies in the community. It is important to
identify high-risk occupancies.
• Fire Profile describes the community’s past fire
experience and trends and how the community’s
experience compares to statewide and national trends.
Data on fire deaths, injuries, cause and dollar loss are
important components of a fire profile. State and
national statistics may assist in providing data.
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Community Risk Assessment
• Response Profile describes the types of
emergencies to which the organization
responds.
• Hazard Profile describes the natural, humancaused, and technological hazards.
• Economic Profile describes the economic
sectors affecting the community that are
critical to its financial sustainability.
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Community Risk Assessment
• The FPO shall analyze the profile data and
identify risks facing the community.
• The FPO shall identify and seek out
stakeholders and employ an inclusive process
to solicit input on the risks facing the
community.
• The FPO shall revise the identified risks as
necessary in accordance with the input
process.
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Community Risk Assessment
• The FPO shall categorize the risks based on
their probability and impact.
*A risk assessment matrix classifies a community’s
risks based on probability and impact. This is a
tool that can be used to create a visual
representation of the risks in the community.
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Community Risk Assessment
• The FPO shall conduct a needs analysis on the
risks and identify strategies to include in a
Community Risk Reduction (CRR) Plan.
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Community Risk Assessment
• The FPO shall:
• Develop a CRR Plan that identifies program and
resource priorities that will reduce a
community’s risks consistent with
section 4.1.1.
• Obtain administrative approval of the CRR
Plan.
• Develop the risk reduction programs.
• Allocate resources for risk reduction programs.
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Community Risk Assessment
• The FPO shall assess the performance of the
risk reduction programs on an ongoing basis
to evaluate efficiency and effectiveness and
modify programs accordingly.
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Community Risk
Assessment
Community Risk
Reduction Plan
Development
Community Risk
Reduction Plan
Implementation
and Evaluation
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Chapter Organization
•
•
•
•
•
Scope
Purpose
CRA
Qualifications
Required Personnel
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Chapter 6
Fire Prevention Inspection and
Code Enforcement
• This chapter shall establish the organization
and deployment of fire prevention resources
for fire prevention inspection and code
enforcement activities in existing occupancies.
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Fire Prevention Inspection and
Code Enforcement Activities
• Fire prevention inspection and code
enforcement services, including department
personnel, equipment, and all support and
resources, shall be structured to meet the
organizational objectives required by
Chapter 4.
• New construction or renovation inspections
are contained in Chapter 7.
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Fire Prevention Inspection and
Code Enforcement Activities
• The purpose of this chapter is to specify the
minimum frequencies for fire prevention and
code enforcement inspections and the
minimum staff necessary to perform these
inspections in existing occupancies.
• Fire prevention inspection and code
enforcement shall be conducted to ensure
compliance with locally adopted codes and
standards.
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Fire Prevention Inspection and
Code Enforcement Activities
Minimum Inspection Frequency
Occupancy Risk Classification Frequency
High
Annual
Moderate
Biennial
Low *
Triennial
Critical infrastructure
Per AHJ
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Definitions from Chapter 3
• Critical Infrastructure - The assets, systems,
and networks, whether physical or virtual,
that are so vital to the community that their
damage or destruction would have a
debilitating effect.
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Occupancy Definition Chapter 3
• Low-Risk Occupancy – An occupancy that has
a history of low frequency of fires and minimal
potential for life and economic loss. (storage,
mercantile, business)
• Moderate-Risk Occupancy – An occupancy
that has a history of moderate frequency of
fires or a moderate potential for life or
economic loss. (ambulatory health care,
industrial)
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Occupancy Definition Chapter 3
• High-Risk Occupancy – An occupancy that has a
history of
–
–
–
–
high frequency of fires; or
high potential for life loss; or
high potential for economic loss; or
an occupancy that has a low or moderate history of fires
or life loss but the occupants have a high dependency on
the built-in fire protection features or staff to assist in
evacuation in time of fire or emergency (apartment
buildings, hotels, dormitories, lodging and rooming,
assembly, child care, detention, educational, health care)
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Chapter 7 - Plan Review
• This chapter shall establish the organization
and deployment for plan reviews and field
acceptance inspections
• This chapter identifies the tasks necessary to
complete initial plan reviews through to the
certificate of occupancy.
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Plan Review
• The purpose of this chapter is to establish the
organization and deployment for the FPO as it
relates to plan review for emergency vehicle
access, water supply, new construction,
change of occupancy use, renovations, change
or addition of fire and life safety systems, and
associated acceptance field inspections.
• Code enforcement inspection in existing
occupancies are contained in Chapter 6.
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Plan Review
• Plan review times can be determined based
on project square footage based on occupancy
and complexity.
• Field inspection times can be determined by
doubling the plan review times.
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Plan Review Time Services Table
Modifiers
number of sprinkler heads
number of fire alarm devices
special extinguishing systems
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Minimum plan review elements
• Initial Fire Protection Environmental Impact (Feasibility
Study)
• Water Supply & Fire Flow
• Emergency Vehicle Access
• Construction Building Plans related to Fire Protection
Features
• Certificate of Occupancy Inspections
• Hazardous Materials and Processes
• Fire Protection System Plans
• Fire & Life Safety Systems Field Acceptance Inspections
• Certificate of Occupancy Issued
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Chapter 8 - Investigations
• This chapter shall establish the organization
and deployment for investigation activities.
• The investigation of the origin, cause, and
circumstances of any fire, explosion,
hazardous materials incident or other
hazardous condition shall be structured to
meet the organizational objectives required by
Chapter 4.
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Investigations
• Risk Assessment. Data collected as a result of
investigations conducted in accordance 8.6.1
and recorded in accordance with 8.7.1 shall be
used as the basis for the CRA.
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Investigations
•
•
•
•
•
•
•
Fire Officer Responsibility
SOP’s
Authority
Evidence
Procedures
Reporting
JFS
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Chapter 9 – Public Education Programs
• This chapter shall establish the organization
and deployment of the FPO for public
education activities.
• The FPO shall coordinate public education
programs that reduce the community’s risks,
demonstrate the value of public education
activities, and implement appropriate
prevention and intervention activities.
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Public Education Programs
• The FPO may approve other individuals to
deliver specific public education programs
when those individuals demonstrate expertise
in the programs to be delivered.
• Educators from organizations outside the FPO
shall meet all additional criteria based on the
audience or specific venue where the program
is delivered.
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Public Education Programs
• The FPO shall have a system to accomplish the
requirements of Section 9.1 that includes
program development, implementation,
evaluation, and revision.
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Public Education Programs
Development/Revision
• Development of specific programs shall be
based on measures demonstrating the risks
associated with a specific population,
demographic or geographic region.
• The FPO shall partner with other private,
public or non-profit organizations as
appropriate to develop new programs or
revise existing programs based on the CRA.
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Public Education Programs
Evaluation
• Educational program delivery shall be
evaluated to determine the most effective
frequency, mechanism, format and venue
based on identified process measures.
• Data for the evaluation of process measures
shall be collected with each educational
program delivery.
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Public Education Programs
Evaluation
• Educational program evaluation shall include
recommended changes to programs in order
to improve impact, process and outcome
measures of the program.
• Educational program instructors shall be
evaluated to ensure adherence to program
objectives and their individual effectiveness at
achieving the learning objectives of the
programs delivered
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Public Education Programs
• Daycare, Pre School and Pre-K through 12 School Fire and Life
Safety Educational Programs
• Higher Education Fire and Life Safety Education Programs
• Independent Senior Adult Fire and Life Safety Educational
Programs
• Adult and Community Wide Public Educational Programs
• Workplace Fire and Life Safety Education
• Juvenile Fire Setter Educational Programs
• Home Safety Education Programs
• Alternative Educational Messaging
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Annex B - CRA Guide
• Provides an example of a CRA process.
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Annex C – Sample Staffing Exercise
• Provides an example of the 5 step method in
determining staffing levels.
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5 Step Method
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5 Step Method
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5 Step Method
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5 Step Method
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5 Step Method
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QUESTIONS
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Contacts
• Ronald Farr
• Steven Sawyer
(269) 364-7641
ronald.farr@ul.com
617-984-7423
ssawyer@nfpa.org
TC Chair
TC Staff Liaison
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