svfd.netsvfd.net/svfd sd/employees/evaluation system/evaluation... · web viewcontains information...

SWANNANOA FIRE DEPARTMENTList of jobs descriptions and Evaluation tools (Revision 4/26/2010)

Contains information to assist a person who has been assigned a task. While these descriptions contain an Aoverview@ of the job task, they also include very specific details to evaluate expectations.

This document does not replace the employee handbook or other policies. Details on each job will change over time. Review descriptions that pertain to you and forward any needed

clarifications, additions/subtractions to your supervisor.If you feel more questions and answers need to be provided, please inform the Deputy Chief.

Job Sections

PositionsFirefighterLieutenantCaptainBattalion Chief Training Officer Safety Officer

General issuesBase - Timesheets/Reporting for dutyBase - Telephone/walkinsBase – TrainingIncludes training prorating for evalsDevelopment - GoalsMorning & Weekly vehicle checksStation cleaning/Vehicle washingAgility course – Link to document

AssignedFire & Life Safety CoordinatorFirefighter Fund TreasurerFirefighter Protection SpecialistLaddersMedical SupplyPortable EquipmentPreplan CoordinatorPreplan Technical DrawingsPreplan Technical Information Preplan Assistant Pump MaintenanceRope & Equipment inspection SCBA Maintenance - Inspection Water Supply PlanningWildfire/Urban Interface PlanningWater Rescue Resource Coordinator Vehicle MaintenanceStation Maintenance

Tools for the EvaluationPerformance AspectsA sample of terminology and ideas to express your self evaluation and/or evaluation of an employee. Apply these ideas and aspects to any job performancePitfalls & Errors during evaluations

Preparing for the evaluationWhen you are the one being evaluatedWhen you are the one evaluating (2 pages)

What do the categories 1 through 5 mean? Rev 5/12/07

Evaluation Forms/LoggingIndividual = s Forms for evaluation (Website)Weekly logsheets (Website)Both can also be found in the SVFD Standard Directory under c:\SVFD Standard Directory\Duty Forms\Evaluation System\

of 42

http://svfd.net/SVFD%20SD/Employees/Evaluation%20System/



http://svfd.net/SVFD%20SD/Training/Agility/Physical%20Agility%20Course.pdf

Base Expectations ( Return to Menu ) Base Expectations are areas not covered under other assignments/tasks and apply to every employee. One portion of this section applies to time management and time issues such as reporting for duty, training, completing time sheets and time management during projects or other tasks. Character of an individual is also outlined based on honesty, integrity, treatment of others and areas that relate to leadership. Appearance includes compliance with the uniform policies, personal grooming etc

Base Expectations - Reporting for duty Examples & info for meeting expectations or exceeding themBeing on time - Must be ready to function at 07:00 for normal shift. 07:01 is late. Emergencies or unusual circumstances that cause the employee to be late are placed in the documentation but are not a negative effect unless repetitive. Sleeping over, forgetting to set a clock during time change or failure to plan ahead for dropping off family etc. are not excusable late reasons. A flat tire on the way to work would be. In any circumstance, calling that morning to inform the shift supervisor that you will be late or asking another previous shift employee to stay over is regarded higher than no call at all. However, any unplanned lateness is still documented. General "being on time" ethics apply to meetings, training sessions and when personnel must meet before traveling to a fire department function. In any circumstance, the degree of lateness and the frequency are part of the documentation.Timesheets - Timesheets are submitted to the Shift Supervisor for review. The Supervisor assures accuracy and the employee submits it to the Chief by Monday at 09:00.

Reporting for duty MeasurementsTime___ Reporting for shift on time___ Arrangements for shift fills/advance notice___ Appropriate use of sick time___ Timesheets submitted on time/accuracy___ On time for other events/activities

Readiness___ Adherence to uniform policy (class Bs, Wildland)___ Structural & wildland gear ready___ Mentally/physically ready (Sufficient rest from external activities)

Base Expectations - Telephone & Walk-ins ( Return to Menu ) Phone answering from citizens-members, burning permits (Infrequent), accepting packages from UPS-Fedex-DHL and signing tickets for delivery of O2 and other services or time occasionally that may be taken talking to a walk-in citizen and cannot quite end the conversation without feeling like your compromising public relations etc

Examples & info for meeting expectations or exceeding themPhone calls are handled by stating the member's first or last name and either "Fire - Rescue" "Swannanoa FireDepartment" " Fire Department" or "Station 6". The member is courteous and attentive to a caller's needs. Phone salespersons who are attempting to sell "on sale" products or services should be asked to send a catalogue, give us a website address and we will contact them back if interested but not to call for sales.

Telephone & walk-in Measurements

___ Professionalism/PR when answering phone___ Courtesy/addresses needs of walk in citizen___ Taking messaging and forwarding them properly

___ Fluent at providing a citizen information (Street directions, procedures for pool filling/burn permits, phone numbers to resources)

of 42

Base Expectations - Training ( Return to Menu ) Training Time PeriodsEvaluation of training is for the time period January 1 to December 31st. For evaluation process (which is conducted in the spring), an individual will already know the impact on the eval from training hours that ended in December the year before. The time period from January 1st of the current year till when the eval is conducted is looked at to see if the person is “on track” for meeting requirements in the current year and does not calculate into the spring eval scores.Training Pro-RatingIf an employee was hired during the previous year (January 1 to December 31st ), hours are prorated for the time served as a full time employee. This also includes switching from an SVFD Volunteer/Part-Timer to a full time employee.

Pro-rating or the general training hour requirementsIf Employee was hired during the month of:___________ requirement is:

Requirement Total Jan Feb March

April

May

June

July August

Sept Oct Nov Dec

100Hr Total 100 100 90 80 70 60 50 40 30 20 10 018Internal Total 18 18 18 18 18 18 18 18 18 12 9 012 HazMat Total 12 12 11 10 9 8 7 6 5 4 2 0BBP Total 3 3 3 3 3 3 3 3 3 3 3 0

Must be the SVFD/Site Specific. If hire in December,Employee must complete by end of January of the next year

EMSCE Must be in compliance with EMSCE certification period

Pro-rating for Evaluation score purposesIf Employee was hired during the month of:___________ eval range is:

Eval Score Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec5.0 More than tripled expectations 300+ 225+ 150+ 75+4.5 Highly Exceeds Expectations 250-299.75 187-224.75 125-149.75 62.25-74.754.0 Well Exceeding Expectations 200-249.75 150-186.75 100-124.75 50-623.5 Exceeds expectations 150-199.75 112.25-149.75 75-99.75 37.5-49.753.0 Meets Expectations 100-149.75 75-112 50-74.75 25-37.251.0 Less than 100 Less than 75 Less than 50 Less than 25

Training Measurements

___ 100 hours of training achieved___ 3 hours, SVFD Site specific Blood Borne Pathogens___ 18 hours internal___ 12 hours of Haz mat related trng___ EMS CE hours up to date (Annual & 4 year period)

___ Assistance to training programs (prep for rookie school, working on training grounds, organizing library etc.)___ Teaching training to SVFD members

Development - Requirements/GoalsThis area is a work in progress which will mirror the development ladder for promotionsCovers required certifications (indicated by 7), high recommendations for levels (indicated to degree by *) and certification or skills considered a bonus. Each progressive level of position should possess certain requirements and high recommendations of previous levels. Obtaining all requirements, several higher recommendations and achievements above the position level may be considered Aexceeding expectations.@ If a newly hired individual does not have certain aspects, their level of progress towards requirements may constitute Ameeting expectations.@Development MeasurementsFirefighter___ NC Class B License if 217___ NC EMT7___ SVFD Apparatus Engineer7 (if 21)___ NIMS levels7___ NC Firefighter II ***___ S-130,190, L-180**___ NC Driver Operator*___ Mantracking/Swifwater Rescue Tech*

Lieutenant___ NC Firefighter II7___ S-130,190, L-1807___ NC Driver Operator***___ Mantracking/Swifwater Rescue Tech**___ Typing skills & general computer use*

Captain___ NC DOI instructor___ Live Burn instructor___ Driver Operator instructor___ RT Instructor___ Level 1 EMS instructor___ Level 2 EMS instructor

Higher Education___ Associates Degree___ In Degree program at AB Tech ___ % complete ___ Grades___ Bachelors Degree

of 42

___ NC Rescue Technician

Morning & Weekly Vehicle Check ( Return to Menu ) Overview of the jobThe following are basic readiness checkoffs that are conducted during a tour of duty. Each employee that performs or assists with the particular checkoff form will document their name/names on it and assure that theyare using the latest revision of that form from the standard directory.Morning Checksheet - Checkoff of all fuel, water and air in vehicles and inventory of medical supplies on rescue trucks. Quicker if seals in place, other times have to fuel trucks. FORM C:\SVFD Standard Directory\Duty Forms\01 Daily Duties\Daily fuel and medical.wpdWeekly Equipment/Vehicle Checksheets - Each vehicle is assigned a day of the week to be checked. The schedules are posted in radio room at both stations. Checkoff for presence of equipment, safety inspection of apparatus and vehicle maintenance issues. The forms for each vehicle are located in C:\SVFD Standard Directory\Duty Forms\03 Truck Checkoffs\.

Safety information and notes1. No smoking around oxygen. 2. Plymovent exhuast system is operating while running vehicles in the bay areas (IF a vehicle must be operated in a bay that does not have a exhaust system installed, the vehicle should be pulled out and ran or bay doors opened for exchange of air and proper ventilation). 3. Caution when refueling powered equipment, watch for ignition sources. 4. Use caution climbing on apparatus while checking fluids or other tasks, a fall from a hose bed height can cause serious injury or death.

Examples & info for meeting expectations or exceeding themMeeting expectations means each object/issue is checked on an apparatus or vehicle and is in located in the proper area & functions. If the object/issue is missing or has a problem, it is reported on the checkoff and written on the clipboard for that area such as reporting a vehicle maintenance problem on the clipboard located at the dutyboxes.Documentation defines who performed the task by name/names not by writing which shift completed the formAlthough the morning checkoffs are designed to assure that all the basic areas are ready for the tour of duty, the list is also designed to help assure that items are restocked, equipment refueled and problems reported and handled when they happen, not to discover them on the next shift's checkoff.Morning Checksheets - Should be completed by 10:00am unless response to calls has consumed morning time.Vehicles should have no less than 3/4 of a tank or they will be refueled. Foam & water tanks will be full. Air pressure should be 90psi or greater. All apparatus should be started during the morning check and ran for appx 10 minutes. Medical equipment should be accurately accounted for.Equipment & Vehicle Weekly Checkoffs - All equipment on the form should be present, working and ready for an operation. If an item has been missing for a period of time, it still must be documented on the form. A reasonable attempt to locate a missing item is required. An individual should not take a piece of equipment from another vehicle to place on their assigned vehicle unless; the piece of equipment is more beneficial to operations by being moved AND the shift supervisor has been notified and passed on to other shifts. If any problems (pumps or apparatus) are recognized during this inspection/checkoff, it will be recorded on the form AND documented on the clipboard notifying the person in charge of vehicle or pump maintenance.

Measurements for checksheets___ Morning Checkoffs/participation___ Apparatus/Equipment checkoffs___ Problems/repairs reported___ Accuracy of checkoffs

___ Initiative-locating missing items, replacing, fixing ___ Safety- O2, fuels, sharp tools etc.___ Checks completed without prompting from Supervisor___ Morning check completed by 10am

of 42

Station cleaning/Vehicle washing ( Return to Menu ) Station cleaning/Upkeep - Includes sweeping & mopping, cleaning bayfloors, bathrooms, kitchen & dishes, sleeping quarters etc. Time fluctuates depending on time taken with floor cleaning machine or if the Friday

cleaning of quarters or kitchen is conducted that day. Washing and cleaning apparatus scheduled for checkoffs that day if needed or cleaning vehicles that need it on any day.

Safety information and notesAssure that cleaning fluids and products are properly labeled and stored. Any unmarked spray bottles or containers should be identified or discarded. Follow instructions on the containers label and do not mix with other cleaners. Refer to MSDS (Material Safety Data Sheets) that are available from the Safety Officer.Examples & info for meeting expectations or exceeding themSweeping and mopping is conducted each shift and floors should be dry before the next shift arives. A small amount of clean/plain water is used for mopping in which the floor is able to dry quickly and not have standing pools of water left to damage wax, cause falls or be present long enough for other to cuase more tracks. Dishes are cleared from sink and washed before arrival of the next shift. The refrigerator is cleaned out (rid of old food and cleaned if needed) each Friday. Bunk areas are cleaned each Friday, carpets vacuumed etc. Bayfloors are cleaned as needed.

MeasurementsVehicles___ Initiative to clean when needed___ Cleans thorough W/out too much time___ Uses appropriate materials/puts supplies away

Station___ Participates in daily station cleaning needs___ Bunk area-sheets/pillows/courtesy___ Showering/hygene-cleanup/

of 42

Firefighter ( Return to Menu ) Prerequisites - Requirements & RecommendationsSVFD orientation completed, NCDOI FF1, NFPA 1403 compliant or completion of SVFD Rookie SchoolOverview of the jobResponding to calls as a Firefighter - Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property. Mental difficulty involves requirements for, at minimum, a few hundred hours of training to complete most mission assignments. The mental level requires decision making in higher stress environments, adapting to changing environments and drawing upon a great deal of knowledge and experience to successfully fulfill a mission. These decisions may also include when not to take action but all decisions have some implication to citizen or member safety or to preservation of property. Safety information and notesSee meeting expectations and references to SOGs & Policies Examples & info for meeting expectations or exceeding themMeeting Expectations means - Following SOGs and policies, Safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc as well as documenting or entering a report in the computer. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as entering a structure fire and suppressing it, ventilating a roof, interacting with other agencies, performing CPR, removing a car door with hydraulic tools etc. are what an individual firefighter/EMT is expected to do.Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. On a physical level, circumstances in which the individual showed extra endurance or momentary strength that was necessary and considered beyond normal firefighter operations. Acting in the role of LT or above during incidents and other functions such as; Acting as crew leader of 5 on a brushfire, acting as IC or Ops Chief.Authorizations & AccessKeys/Codes - All entrance doors to facilities.Budgeting/Financial - purchase of items from businesses with FD accounts only after approval of Shift Supervisor or higher.

MeasurementsEmergency Medical___ Bedside manner Pt. relations___ Follows County EMS protocols___ Infection control procedures/SafetyCommunications/District knowledge___ Radio traffic - brief/clear/calm___ Appropriate Check-in, size up info___ Familiarity with district issues/maps

Fire and Heavy Rescue operations___ Calm, Good communication on scene___ Strategy & tactics/decision making___ Fireground/MVAs, wears proper PPE___ General safety during operations___ PR w/public & other departments

Driving/Responding___ Use of seatbelt___ Vehicle control/Defensive driver___ Competent Apparatus engineer skills___ Has Class B License or higher

of 42

Lieutenant ( Return to Menu ) Prerequisites - 1 year of service at Swannanoa FD as Firefighter., Completion of the SVFD LT. written exam., SVFD Leadership manual completion, Requirements - NCDOI FF2 certification or from a state with reciprocity, SVFD Apparatus Engineer, S-190 & Standards for Survival, Basic NIMS (National Incident Management System)RecommendationsFormal & specific training in RIT & FF Safety & Survival. Leadership courses (NFA, AB-tech or others)

Overview of the jobOperational - Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property and the person acts at the Lt. level of supervision during the service supervising generally up to 5 people, leading hoselines during fire attack or crews during wildfires or searches or leading a small team during extrication. The Lt. may act as Incident Commander or make initial strategy & tactics decisions as these duties are passed onto higher ranking officers as they arrive. Their primary role is to lead crews during incidents.Administrative - The Lt may receive information regarding a firefighter=s needs or handle small problems arising during everyday business. While many issues can be addressed, issues in which the Lt can not solve or could be considered any form of disciplanary, are forwarded to the Captain. Although a Captain must handle orientation of a new member, a Lt may assist in preparing material or be present during the orientation to learn the process. Safety information and notesAside from personal safety, the Lt maintains the responsibility for the immediate safety & survival of firefighters on their crew.

Examples & info for meeting expectations or exceeding themOperationalMeeting Expectations - Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as entering a structure fire and suppressing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual firefighter is expected to do and the LT is expected to supervise during such incidents. Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. Acting in a role of Captain or above such as; being over a division on a wildfire, acting as Ops Chief or IC. The Lt should document or at least make note of such occasions which can be implemented into the evaluation processAdministrativeMeeting expectations - Orientations conducted within two weeks of a member joining. Checklists are completed for the orientation process and the Lt. can report new member progress at Officer's meetings for their 30, 60 and 90 day periods. During this review or as other issues with a member arise, the Lt is expected to log activities such as phone call attempts, messages and brief summaries of contacts. Each person on their crew has an accountability card, hasfirefighting gear that fits and is in safe operating condition. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other

of 42

material.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, keys/access to Lieutenant's officeThis area should refer to a Lts specific job assignment

MeasurementsCommunications/District knowledge___ Radio traffic - brief/clear/calm___ Appropriate Check-in, size up info___ Familiarity with district issues/mapsFire and Heavy Rescue operations___ Calm, Good communication on scene___ Strategy & tactics/decision making___ Fireground/MVAs, wears proper PPE___ General safety during operations___ PR w/public & other departments

Leadership - 5 Foundation Blocks___ Example Setter___ Encourage Involvement___ Passion for what they do___ Coaching & Mentoring skills___ Engage in 2-way communicationsEmergency Medical___ Bedside manner Pt. relations___ Follows County EMS protocols___ Infection control procedures/Safety

Driving/Responding___ Use of seatbelt___ Vehicle control/Defensive driver___ Competent Apparatus engineer skills___ Has Class B License or higherSpecific LT Items___ Report writing/Documentation

of 42

Captain ( Return to Menu ) Prerequisites - 4 years of FD service at Swannanoa, 1 year experience as LT at SVFD. Passing the SVFD Captain's written exam. Must have possessed all prerequisites & requirements for LT

Requirements & Recommendations

Overview of the jobOperational - Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property and the person acts at the Captain level of supervision during the service by supervising up to 5 Lt's or 5 crew leaders. The Capt. may act as Incident Commander or make initial strategy & tactics decisions as these duties are passed onto higher ranking officers as they arrive or may act as IC on Incidents ranging from 15-20 persons. A Captain typically is associated with supervising a Division (Geographical area) which contains 2 or more crews of firefighters or apparatus. Captains would also be assigned as Strike Team or Task Force leaders containing 15-20 or more personnel, 5 or more pieces of equipment etc. Captains supervise Crew Leaders, not the individuals on a crew unless a LT is not available.Administrative - Captains supervise Lieutenants by becoming a third level of problem solving. Captains assure that "Crew reviews" (quarterly training reports) are conducted and documentation forwarded back to the battalion Chief. Captains may assist the BC with quarterly training reviews. Captains attend monthly Officer's meetings on Monday nights. Captains give new members an orientation program ranging from 3-6 hours in which policies & procedures are reviewed, various paperwork and forms are filled out and filed. The Captain presents a 30, 60 and 90 day review at the monthly officer's meeting of the new member's status. Captains manage up to 7 people. The Lt's crew reports to the Captain for most problems. Issues in which the Lt can not solve are forwarded to the Captain. The Captain will supervise personnel at the Bee Tree substation. They are responsible for carrying out or distributing orders from the battalion Chief. In the absence of the Battalion Chief, the Captain will perform as acting BC, maintaining their Captain level of authority.

Safety information and notesAside from personal safety, the Captain maintains the responsibility for safety & survival of firefighters and Lt under their command.

Examples & info for meeting expectations or exceeding themAdministrativeMeeting expectations - Assuring that Lt's are meeting their expectations and details within their job description. As issues with a Lt. or member arise, the Capt. is expected to log activities such as phone call attempts, messages and brief summaries of contacts and assist in handling problems that have been brought to them by a LT. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other material. The Captain is responsible to assure all duties are properly carried out at the substation or in the absence of the battalion Chief, the entire shift (Daily duties, assigned duties, reports etc.). The Captain is expected to provide information to the Battalion Chief regarding employee performance at the substation or of all shift employees in the BC=s absence.OperationalMeeting Expectations - Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary

of 42

changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as directing crews while entering a structure fire and suppresing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual Captain is expected to do. The Captain also functions at the basic level when resources require it. They may be on a hoseline, nozzleman, use a hydraulic tool and when other personnel of that level arrive, move back to supervise their appropriate level. The Captain level of operations is general considered at the "Division" or "Sector" level and has basic training to be able to act as an Incident Commander during inital attack or operations and will then be relieved as higher level officers arrive. A Captain should be capable of leading Strike Teams and Task Forces during structural, wildland fire, urban interface, haz mat and other operations.Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. A demonstration of knowledge and skills beyond the description of Captain would be considered "exceeding" even when operations are few and far between. ie. the individual possesses advanced understanding of NIMS and strategy & tactics issues and other operations but the actual incidents do not occur during the evaluation period. The possession of skills can still be exceeding.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, and access to Captain's Office and Lieutenant's office.Budgeting/Financial -

Captain MeasurementsCommunications/District knowledge___ Radio traffic - brief/clear/calm___ Appropriate Check-in, size up info___ Familiarity with district issues/mapsFire and Heavy Rescue operations___ Calm, Good communication on scene___ Strategy & tactics/decision making___ Fireground/MVAs, wears proper PPE___ General safety during operations___ PR w/public & other departments


Driving/Responding___ Use of seatbelt___ Vehicle control/Defensive driver___ Competent Apparatus engineer skills___ Has Class B License or higher Specific Captain Items___ Orientations conducted___ Contact with crew___ Crew reviews___ Documentation of employees___ Problem solving at Bee Tree SS___ Assuring all duties are done at SS___ Actions in absence of BC

Battalion Chief ( Return to Menu )

of 42

Prerequisites - Requirements & Recommendations6 years of FD service at Swannanoa, 1 year experience as Captain at SVFD. NIMS levels?

Overview of the jobOperational - Includes all emergency & routine operations or responses to citizens spent on calls related to fires, EMS, MVA, Search, Inc 911, Mutual aid and public service calls. This duty takes the duty person away from normal functions at the fire department to respond to the needs of a citizen or their property. The person acts at the Battalion Chief level of supervision during the service supervising possibly up to 50 people in larger incidents. The BC will likely serve as an Incident Commander in many small to moderate size operations and serve in a Command Staff function (Operations Chief, Planning Chief) on larger operations (Involving 25 -75 people). The BC may perform suppression roles on a fire attack crew during initial attack, extricate victims from vehicle accidents and other crew level functions depending on resource availability and switch into more supervisory roles as resources arrive. BCs are familiar with strategy & tactics for complex incidents, information on preplans, ordering resources, knowledge of mutual aid requirements and considerations.Administrative - Attending Officer meetings and meetings with all Chief Officers and a constant department evaluation to help us meet our Mission Statement principals (Prevent Harm, Be Justified, Be Ready, Be Nice). A Battalion Chief directly supervises Captains and handles issues that are forwarded by the Captain or are requested to be passed down from the Deputy Chief. They also supervise employees assigned to their shift and perform employee evaluations of all members on their shift. BCs are responsible for the success of the department during their 24 hour tour and in support of other shifts.

Safety information and notesConstantly evaluates safety issues during the 24 hour tour: personnel readiness, equipment safety etc.

Examples & info for meeting expectations or exceeding themAdministrativeMeeting expectations - Assuring that Captains & shift employees are meeting their expectations and details within their job description. As issues with a Capt., Lt., shift crew or member arise, the Battalion Chief is expected to log activities such as phone call attempts, messages and brief summaries of contacts and assist in handling problems that have been brought to them by a Captain. The leadership portion of expectations are valued from the basis set forth in the SVFD Leadership manual by evaluating the five foundation blocks and other material. All reports should be properly completed, all duties completed and maintain a flow of information between shifts with frequent communication with other Battalion Chiefs.OperationalMeeting Expectations - Following SOGs and policies, safe activities, following orders, strategy & tactics decisions, application and use of NIMS, apparatus placement and driving safely, Pt. care and assessment etc. An individual is expected to act at the level they have been trained or certified. Other guidance would come from acting in a manner that would be considered "standard practice" in the fire or EMS service when an issue is not outlined or addressed by a SVFD Policy or training program, or by also adhering and following temporary changes to a policy, ie. an engine out of service and a directive has been communicated to change the apparatus response procedures. "Normal" although sometimes difficult calls or actions such as directing resources while entering a structure fire and suppresing it, ventilating a roof, interacting with other agencies, removing a car door with hydraulic tools etc. are what an individual Battlion Chief is expected to do or supervise to do. The BC also functions at the basic level when resources require it. They may be on a hoseline, nozzleman, use a hydraulic tool and when other personnel of that level arrive, move back to supervise their appropriate level. The BC must also recognize when not to begin hands on operations at the tactical level and establish good command and control of a scene. The BC level of operation is generally considered up to the "Branch", "Operations Chief" level and has advanced training to be able to act as an Incident Commander during multiple types of operations and can be relieved as higher level officers arrive or they may maintain the IC position. The BC is the highest

of 42

rank for shift employees and can be expected to act as IC during the majority of incidents.Exceeding expectations in this area would include decisions or actions taken that were very complex or unusual and the individual had to adapt to or was unusually creative in a problem solving approach and is beyond what would be taught in an advanced training level. A demonstration of knowledge and skills beyond the description of BC would be considered "exceeding" even when operations are few and far between. ie. the individual possesses advanced understanding of NIMS and strategy & tactics issues and other operations but the actual incidents do not occur during the evaluation period. The possession of skills above this level can still be exceeding.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, and access to Captain's, Lieutenant's and Assistant Chief's office.Budgeting/Financial -

Battalion Chief MeasurementsCommunications/District knowledge___ Radio traffic - brief/clear/calm___ Appropriate Check-in, size up info___ Familiarity with district issues/mapsFire and Heavy Rescue operations___ Calm, Good communication on scene___ Strategy & tactics/decision making___ Fireground/MVAs, wears proper PPE___ General safety during operations___ PR w/public & other departments


Driving/Responding___ Use of seatbelt___ Vehicle control/Defensive driver___ Competent Apparatus engineer skills___ Has Class B License or higher Specific BC Items___ Documentation of shift for eval___ Conducting Evaluations___ Shift Scheduling issues___ Report completion/Quality of shift___ Success of shift's work/duties

Safety Officer ( Return to Menu )

of 42

Prerequisites - Requirements & RecommendationsNCDOI FF2, S-190 & Standards for Survival, Basic NIMS (National Incident Management System)Score and 80% on the SVFD Safety Officer Exam (Need to create)

Overview of the jobThe Safety Officer is a staff level position that focuses on every aspect of safety in the fire department. Experience and knowledge in every area of fire department functions is essential. The Safety Officer may be involved in several committees, policy planning sessions and other development programs. Certain policies and procedures should bereviewed by the Safety Officer such as: SOG AppC Respiratory Protection Program.pdf SOG AppE Infection Control Procedures.wpd SOG AppI ATV Policy.wpd SOG AppJ Safety & Health Statement.wpd and AppJ attachments SOG AppT Traffic Control.wpdOther documents may be reviewed and any safety recommendations submitted to the board of Officers or to an individual that is primarily over that policy such as the Training Officer for the Driver's Training manual. Operationally, the Safety Officer is typically a Command Staff function that acts as an extra set of eyes and ears that primarily focuses on safety issues. This attention to safety allows task loading of the IC or other positions and assures the task loading has not caused a safety related issue to go unnoticed. The Safety Officer task is also directly related to resource availability per incident. A Safety Officer may actually perform as a firefighter on a hoseline, operate an extrication tool etc. when resources require them to perform that role. When number of personnel available are low, the IC may be performing both the role as IC and Safety Officer if it is within their span of control. As a scene develops or more personnel arrive, the SO can change roles and gradually assume the specific role as a SO. The SO has the on scene authority to stop certain operations or activities that he or she deems as unsafe and may result in possible injury or death. The Incident Commander has the authority over the Safety Officer. The majority of the time and effort of a Safety Officer is geared towards prevention of accidents and injuries. Safety messages, flyers and training can help influence each members perception of the overall concept of safety.

Safety information and notes

Examples & info for meeting expectations or exceeding them

Authorizations & Access

MeasurementsCommunications/District knowledge___ Radio traffic - brief/clear/calm___ Appropriate Check-in, size up info___ Familiarity with district issues/mapsFire and Heavy Rescue operations___ Calm, Good communication on scene___ Strategy & tactics/decision making___ Fireground/MVAs, wears proper PPE___ General safety during operations___ PR w/public & other departments


Driving/Responding___ Use of seatbelt___ Vehicle control/Defensive driver___ Competent Apparatus engineer skills___ Has Class B License or higher Specific SO Items

Training Officer ( Return to Menu )

of 42

Prerequisites - Captain level or above. NCDOI level 2 Instructor, Requirements & Recommendations

Overview of the jobNFPA 1201 Chapter 8 training lists other details for the Training Officer - Schedules training events for the department, Evaluates training needs for the department, members and for the community, Administers the training budget, Organizes logistics and appropriations for out of town or external schools, Assists other instructors with obtaining materials and writing lesson plans, Administers library of training materials and resources, Communicates with other departments and keeps up to date on new laws from OSHA & from the state of North Carolina, recommendations from NFPA and from other agencies such as the NC Department of Insurance, Keeps up to date with department policies and procedures so they may be passed on and implemented during training events, Keeps up to date on standards that apply to the fire service, Keeps training records and provides information to supervisors and members as needed, Sets example for others

Safety information and notesResponsible for safety during any SVFD training session


Authorizations & AccessTraining Officer Measurements

___ Cross-check of training sheets/Database___ Monday night training sessions setup___ Monthly Board Reports___ Calendar update, training notices___ Development plans for members___ Programs reach department's visions___ Training budget management___ Logistics/arrangements for OOT schools___ EMS CE Plan submitted to AB-Tech___ Mission Hospital Audit-Review meetings___ Certification tracking, notifications___ East End Training Association involvement (Depends on Association=s activity, exceeding if lead or predominately organized by by SVFD TO)

Leadership - 5 Foundation Blocks___ Example Setter___ Encourage Involvement___ Passion for what they do___ Coaching & Mentoring skills___ Engage in 2-way communications

Fire & Life Safety Coordinator ( Return to Menu )

Prerequisites - Requirements & Recommendations

of 42

Required: Years active FD experience, FF2 NCDOI state certification, FLS 1,2,3 NCDOI state certification, Recommendation: Instructional Methodology

Overview of the jobManages the FLS committee, activities and record keeping. FLS applies not only to fire education but several issues in our community that may cause harm to a citizen. Several individual issues can be handled by the FLS coordinator alone while other situations involve encouraging involvement from members. The main purpose is to use a variety of resources and programs to help keep our community safer through education.About youth education - FLS involves fire prevention and safety education at all educational facilities including daycares. These programs involve a few hundred children annually during fire prevention week and other special events or times. To make these programs work effectively, the FLS coordinator must plan well in advance, involving the committee and other individuals to get the safety message across, organize and delegate logistical matters for involvement of personnel, equipment, order materials and contact school officials to schedule events.About adult & elderly education - This would include training classes for businesses or Resident Advisors at colleges on the use of fire extinguishers. Other programs such as ARemember When@ is a program that can be presented to elderly groups involving overall safety in the home or while driving. Stove installation inspections, which are required by some insurance companies, are an opportunity for prevention of fires in homes which use wood burning stoves. Smoke detector distribution programs help assure all community members are properly protected for early warning during a fire in their home.

Safety information and notesUse caution during stage setups with flammable materials, blocking exits in the facility, overloading extension cords or creating tripping hazards from cords or stage setup.Use caution during fire extinguisher training with the public. If flammable liquids are used, the FD member lighting the product should be in turnout gear (Coat, pants, boots, gloves and helmet).

Examples & info for meeting expectations or exceeding themFLS committee meetingsMeeting Expectation examples - held monthly in July, August, September, October & November (primarily for preparation of Fire Prevention Week in October and a review of programs in November) and meetings in January and March. Meetings times should be placed on the SVFD web calendar within two weeks of the meeting.Fire Prevention Week ActivitiesMeeting Expectation examples - Themes, ideas and program development should begin in July and mostly developed by the September FLS meeting. This will allow practice of the program, time for creation of other details that may be added to the program, building stage materials or ordering materials from companies. Scheduling with the schools should be completed using the FLS Program Request Form (Latest rev. in the Standard Directory) and times should be set at the latest, 3 weeks before Fire Prevention Week. person should reconfirm dates and times one week before the show is to be presented. As the program is developed, Action Plans should be implimented and displayed in a prominent location showing assigned tasks for individuals, due dates and any information helpful for the flow of information to members. Pertinent information should be forwarded to the Website coordinator for distribution and enhancement of programs on the internet. Programs may be conducted by multiple formats, ie. puppet shows, plays, demonstrations, distribution of materials. Any form utilized should include partial focus of the current year's NFPA theme for fire prevention and cover the basic areas of Stop Drop & Roll, Calling 911, Smoke Detector use and batteries, and escape plans.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, To office assigned to FLS coordinator, any storage room containing FLS materials.

of 42

Budgeting/Financial - Any decision involves awarenes of current line item balance for FLS. Up to $250.00 individual discretion during fiscal year. Over $250.00 needs majority (greater than 50%) agreement from other members notification and approval that serve on the FLS committee (That have attended at least 4 FLS meetings).

MeasurementsFP Week___ Arrangements properly made___


Firefighter Fund Treasurer ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobManages bank account and transactions for the following funds-events; Benevolent Fund - Notification of death of member in the fund, receive payments from them and pay dues to main treasurer of the county fund; Dumpster - Notify members when due, receive payments from members and pay company which provides dumpster service; Vending machine - count money received in machine and purchase supplies to stock.; Fireman=s Fund - records and deposits donations to FF fund.; Response checks - ?; Ashes fund - deposits donations from members or citizens and pays bills to veterinarian or groomer.; Special Events - records and deposits fund during event. These funds are managed by the group of members that remain on the SVFD Roster and are not in any way a part of the corporate funding from taxes or part of the budget for the fire department.

Safety information and notes Two physical hazards are present. If involved in loading vending machines or picking up supplies by the case, use caution lifting. Lift with the knees and do not overload. Handling Money?

Examples & info for meeting expectations or exceeding themMeeting Expectations - Up to date report on all funds status is available at the monthly businesss meeting for general information to members and for making decisions that may arise during the meeting. Any monies, check or cash are deposited within two weeks of receipt. Bills are paid on time with no statements with a 30 day overdue.

Authorizations & AccessMeasurements

___ Report at business meetings___ Review of record keeping___ Accuracy

___ Bills paid on time___ Deposits made within time

Firefighter Protection Specialist ( Return to Menu ) Prerequisites - Requirements & Recommendations

of 42

Overview of the jobManagement of personal protective equipment for structural and wildland firefighting and issued communications equipment. Issue and inventory control, safety & readiness inspections, research & acquisition.



Authorizations & AccessFirefighter Protection Specialist

Measurements__ Accuracy of issued equipment__ Accuracy of available inventory

__ Timely acquisition of needed equipment__ Safety inspections

Ladders ( Return to Menu ) Prerequisites - Requirements & Recommendations

Required - Level 2 Ladders class from NCDOI certification program

of 42

Overview of the jobScheduling of annual UL (Underwriter=s Laboratory) testing and repair of any reported damage that has been reported on the clipboard. Once a year, calls Underwriter=s Laboratory to schedule testing of ladders and assists inspector on test day. Ladders are inspected weekly by duty crews and are part of the overall "truck checkoff" procedures.About repairs & special inspections - A visual inspection of the ladder may reveal warping, discoloration, heat labels which have turned, obvious damage to halyards or malfunctioning moving parts. An inspection is also required after each use but would fall to the responsibility of personnel placing equipment back into service after the use. Mounting brackets that hold the ladders are also the responsibility of the person assigned the ladder duty.

Safety information and notesThe primary hazard involved with ladder maintenance and checkoffs is from the weight of the ladder. Attic and 14' roof ladders may be moved by one individual. 24' 2 section extension ladders should be moved by two or more personnel. 24' 3 section ladders should have a minimum of 2 personnel but recommend 3 since these ladders are slightly heavier. 35' extension ladders should have a minimum of 3 personnel. Care should be taken not to bend at the lower back. Lifting force should be primarily from leg muscles. The latest revision of the Essentials of Firefighting should be reviewed for various lifting techniques

Safety during annual testing - Certain parts of the testing require high stresses to be applied to the ladder. Unecessary personnel should move from the immediate vicinty in case of a ladder failure during testing.

Examples & info for meeting expectations or exceeding themMeeting Expectations - Any repairs needed to ladders are completed and the annual UL tests are conducted. Repairs needed for the halyard are replaced with the appropriate knot or type of rope by the individual. Any suspected damage to beams, rungs, heat labels or hooks is examined and scheduled for retest by UL. Ordering replacement parts or ladder.Exceeding expectations - Submitting a cost analysis of annual ladder testing to the Chief before the annual budget committee meetings to help anticipate costs or cost increases per foot for testing. Researching material for purchase of a new ladder that would come with a new apparatus. Cost analysis of what would be involved in testing a Ladder or Ladder-Platform apparatus and forwarding that information to the Chief for budget planning. Conducting training drills using ladders or posting special bulletins or training articles to educate members on construction, strategy and tactics or special use of ladders.

Authorizations & AccessKeys/Codes - All entrance doors to facilities.Budgeting/Financial - Cost of testing is a set amount from UL per foot of ladder. Person is authorized to arrange the scheduling of testing which will automatically create an invoice/bill from UL once completed. This individual is authorized to sign for some materials that are needed during the testing (Heat LabelsLadders

Measurements___ Items on repair list taken care of___ Annual UL test (2ndQtr of year)

___ All ladders in good working order

Medical Supply ( Return to Menu ) Prerequisites - Requirements & RecommendationsRequired - EMS certification level equal to or greater than SVFD provider level.

of 42

Overview of the jobThis job helps assure that medical equipment and supplies are available at both stations to restock medical supplies used during responses. As well, expiration dates for certain items (epinephrene, Combi-tubes etc.) are checked to assure no out of date quipment could be placed in service. Stocking Checkoff form once a month for both stations If repairs or servicing is required for any medical equipment this person makes phone calls, arranges for shipping or any details to complete the process.



Authorizations & AccessKeys/Codes - All entrance doors to facilities, any storage room containing medical supplies, charging equipment etc.Budgeting/Financial - Any decision involves awarenes of current line item balance from _____? Up to $250.00 individual discretion during fiscal year. Over $250.00 needs approval by the Fire Chief.

Measurements___ Stations stocked appropriately___ Expiration dates-Epi etc.

___ Research pricing/budget___ Room for St1 &2 is in order/organized

Portable Equipment ( Return to Menu ) Prerequisites - Requirements & RecommendationsNeed to develop a training program for this duty.

of 42

Overview of the jobInvolves maintenance of portable powered equipment (Saws, leafblowers etc.) and any nozzles on each apparatus. Other shifts/employees are checking for presence, starting, letting the item run during the truck checkoffs but this individual occasionally changes fuel to assure freshness and some periodic maintenance of the tool such as air filters, chain sharpening/replacement, spark plugs or changing teeth in a nozzle or o-rings.

Safety information and notesNozzles - While repairing automatic fog nozzles, use caution due to high tension springs that may release or project items toward face or eyes, wear safety glass when projectile hazard is possible.Portable Equipment - Keep open flame away from fueled products (gasoline etc). As with nozzles, chainsaws and other "pull cord to start" items contain tightly wound springs which may release into the face and eyes during repair or replacement of pull cords, wear eye protection. Use gloves or minimize exposure when handling hydraulic fluid and connections.

Examples & info for meeting expectations or exceeding themAny items listed on the clipboard for Portable equipment have been attended toNozzles - All nozzles have easy operating ball valves & bails (handles), do not leak more than drip or very small stream, fog nozzle teeth are all present and spin freely and are dirt free. Any nozzle on the exterior of an apparatus will have a ziplock or plastic baggie with a rubber band holding it in place to protect teeth and ball valves from road grit.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, any storage room/cabinet containing tools or parts needed for repair/maintenanceBudgeting/Financial - Any decision involves awarenes of current line item balance from _____? Up to $100.00 individual discretion during fiscal year. Over $100.00 needs approval by the Fire Chief.Portable Equipment ___ Items on repair list fixed ___ Preventative maintenance completed

Preplanning Coordinator ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobCoordination and supervision of information including drawings, contact information, safety issues/special

of 42

hazards, strategy & tactics, water supply planning for commercial, industrial, schools and church buildings. Information is entered into a database, drawings are constructed and then placed on first out apparatus. This task requires an employee with good public relation skills, scheduling & organization, understanding of spacial relationships, measuring, drawing building shapes and layouts by hand in the field, entering & retrieving information from a database and drawing the building layout in a computer program. Information is used during emergencies and other incidents to effectively & safely conduct operations. Detailed drawings help prevent crews from becoming lost, exposed to certain hazards or used to assist the rescue of firefighters who are lost or trapped.The Coordinator is assisted primarily by

1. An individual focusing on drawing of facilities 2. An individual focusing on gathering written information3. Assistants who may help any facet of the Preplan function

Safety information and notesForklifts may be moving around in some industrial settings, use caution and pay close attention to your surroundings. Heavy or other industrial machinery may cause entanglement, entrapment, hearing loss, or eye injuries from projectiles. In industrial settings, request a safety briefing and adhere to local safety requirements ie. helmets, eye & ear protection.

Examples & info for meeting expectations or exceeding themMeeting expectation example - Each business in the district has an updated information file and drawing once a year (no preplan is over 365 days old) and are present on required apparatus. The drawing is a two dimensional layout showing walls, doors, electrical shut-offs, special haz-mat storage, firefighter hazards, hydrant locations, PIVs, FDCs and other basic sprinkler info. The drawing may be off a foot or two in large facilities or is not to exact scale but accurately represents the facility enough for firefighters to locate rooms, find their way out, locate important points or an incident commander enough info to give orders or direct a crew by radio. Each preplan is stored on appropriate apparatus in alphabetical order. 1 large or 2 small preplans are presented for review at each business meeting or arrangements for informal training sessions. Preplan coordinator does not have to be present if enough material is available for handout, fill in the blank questionnaire etc. New buildings/construction to have a preplan within 90 days of occupancy. Notifying members of important changes in a building that would effect operations or safety.Exceeding expectations example - Meeting expectations first, then; Constructing special preplans that involve complexes or multiple exposures into one overall plan, water supply plans for large, multi structure incidents and other information useful on large scale incidents involving multiple buildings. Constructing drawings in Punch Pro software that are detailed, almost to exact scale and can be converted to 3D walkthroughs or 3D printouts in the preplan box that show items like top view with roof off etc. Providing aerial photos of the building=s roof and/or another showing a wider area for complex incident management. Building scale models for use in table top exercises. Integrating haz-mat plans that include all floor drains, grates and other special that aids in containment or provides valuable info for RRT.All preplans updated every 6 months (No preplan older than 183 days).Not meeting expectations example - Any preplan older than 365 days. A drawing missing doors, windows, FDC, standpipes or in any way does not accurately represent the present building layout. No training on preplans being disseminated to members. Multiple information fields left blank on form.

Authorizations & AccessPreplanning Coordinator

Preplanning Coordinator Measurements___ Dates due for info sheets___ Dates due for drawings

___ Produce reports requested___ Information flow/education to

Leadership - 5 Foundation Blocks___ Example Setter

of 42

___ Quality of buildings drawings, site plans___ Quality/completeness of info sheets___ Scheduling, contacting, Public Relation

members___ Distributing info to engines

___ Encourage Involvement___ Passion for what they do___ Coaching & Mentoring skills___ Engage in 2-way communications

Preplanning Drawings ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobThis task requires an employee with good public relation skills, scheduling & organization, understanding of spacial relationships, measuring, drawing building shapes and layouts by hand in the field, drawing the building layout in a computer program. Information is used during emergencies and other incidents to effectively & safely conduct operations. Detailed drawings help prevent crews from becoming lost, exposed to certain hazards or used to assist the rescue of firefighters who are lost or trapped. Quality drawings are an essential tool for scene management and the safety and survival of personnel.As this description is relatively new, judgement on success will depend on assignments and progress reported by the preplanning Coordinator.

Safety information and notesForklifts may be moving around in some industrial settings, use caution and pay close attention to your surroundings. Heavy or other industrial machinery may cause entanglement, entrapment, hearing loss, or eye injuries from projectiles. In industrial settings, request a safety briefing and adhere to local safety requirements ie. helmets, eye & ear protection. When conducting field drawings near roadways, items should be used that would constitute compliance with traffic control standards in the SOG.

Examples & info for meeting expectations or exceeding themMeeting Expectations examples - Number of drawings meet assignments by PP Coordinator. Drawings should possess a two dimensional layout showing walls, doors, electrical shut-offs, special haz-mat storage, firefighter hazards, hydrant locations, PIVs, FDCs and other basic sprinkler info. The drawing may be off a foot or two in large facilities or is not to exact scale but accurately represents the facility enough for firefighters to locate rooms, find their way out, locate important points or an incident commander enough info to give orders or direct a crew by radio. Drawing files are submitted to the PP Coordinator to allow distribution to engines.*Temporary A Meeting Expectation example @ - Preplans which do not have any type drawing will qualify as Acompleted@ if the plan contains an aerial photo of the facility. If another person completes the assignment of obtaining aerial photos, the Preplan drawer will revert to expectation of assignments given by the PP Coordinator. This temporary allowance will expire by April 2008... ie. All facilities should have a CAD drawing by that time. Exceeding Expectations example - Exceeding the number of CAD drawings assigned. Quality and detail of drawings are exceptional. Providing 3D images for training and preplan boxes. Constructing real models of facilities. Teaching or involving other members how to use the software.

Authorizations & AccessPreplanning Drawing Measurements

___ Dates due for drawings___ Scheduling, contacting, Public Relation___ Produce reports requested

___ Number of drawings completed___ Quality of buildings drawings, site plans

of 42

___ Distribution of drawings

Preplanning Information ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobAs this job assignment has evolved out of assisting the Preplan Coordinator, primary judgement will be based on participation of gathering, entering and distributing (to apparatus) information.



Authorizations & AccessPreplanning Information Measurements

___ Dates due for info sheets___ Quality/completeness of info sheets___ Scheduling, contacting, Public Relation

___ Produce reports requested___ Distributing info to engines

___ Number of preplans updated

Preplanning Assistant ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobAs this job assignment has evolved out of assisting the Preplan Coordinator, primary judgement will be based on participation and assistance.




Preplanning Coordinator Measurements___ Quality of buildings drawings, site plans___ Quality/completeness of info sheets___ Distributing info to engines

___ Number of drawings assisted/completed___ Number of info sheets assisted/completed

Pump Maintenance ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the job

of 42

(3rd & 7th shift of month for normal checkoff, 3rd shift for monthly pump checkoff) inspections and record keeping. The person completing this task is responsible for seeing the pump portion of an apparatus is properly working, ready for service and receives necessary maintenance procedures. The Apump@ includes shifting mechanisms or air lines which engage or disengage the operation of the pump, pump gear box, upper assembly which contains the impeller, all discharge and intake valves & handles, PSI gauges, primer, booster tank, tank level indicators, plumbing, drain lines. On engine 62, will also include the Pnuemax compressor, Hale Foam porportioner and any functions of the Compressed Air Foam System. Under the SVFD Standard Directory/Duty Forms/ may be found the SVFDPump Maintenance check form which outlines weekly, monthly and annual procedures. During weekly procedures, a basic overview of the pumps is conducted. Pump shifts into gear, indicator lights work, builds pressure normally and no leaks.During Monthly procedures, weekly procedures are conducted then certain items are lubricated, intake screens are cleaned, the pump is backflushed by flowing water into a discharge and out an intake to dislodge debris, a vacuum test is conducted with the pump casing empty of water to determine pressure loss, pump packing test is conducted to determine proper drops per minute from the pump packing during operation, oil level in the lower gear case of the pump is checked and oil added if necessary, drive shaft bolts connected to the pump are inspected for tightness, on E62 the Poly-Chain drive tension is inspected. During Annual procedures, all weekly and monthly procedures are conducted. The oil level in the Auto Lube assembly (keeps one end of the shaft containing the impeller to be lubricated) is checked and oil added if needed. Calibration of gauges is checked. The pump gear box is drained of oil and replaced with new. All drain lines are individually tested/checked for proper drainage. A AService test@ is conducted where each apparatus is taken to a water source, lines connected and tests are conducted to determine the pumping capacity.

Safety information and notesPlace a wheel chock under the apparatus during pump engagement.



Pump Maintenance MeasurementsGeneral___ Items on repair list attended to___ Monthly pump checks completed___ Working order of pumps

Management/Periodical___ Service tests conducted___ Annual fluid changes (Gearcase-Autolube)___ All records entered/accounted for

___ Knowledge of pump operation

Rope & Equipment inspection ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobInformation is entered in an A5 database each time there is an inspection or a use of any rope. The purpose of the

of 42

inspection to assure equipment is safe to be used in the next operation and the inventory is maintained. Ropes not meeting the satisfaction of the inspector are placed out of service and destroyed and a notice for purchase of a replacement is forwarded. A rescue rope on an apparatus that has been used and has no damage or has been in service for several years may be moved to the training department if deemed acceptable for training use. Training ropes receive far more use and can be replaced by ropes from an apparatus to help keep inventory newer. Each rope contains a specific #ID and should be visible on either end of the rope.About hardware inspection - There are multiple pieces of hardware that receive a generalized visual inspection. Though the inspector cannot judge exactness of metal fatigue or fractures, suspicious hardware may be X-rayed (if a reasonable resource is available, considering the cost of an X-ray may be more than simply replacing the hardware with a new one and the old discarded) or replaced if knowledge of a hard impact from dropping or overloading is known. The hardware should be kept in an organized fashion in some type of storage containers or bags. Locations or arrangements of the hardware may be changed as long as the change information has been passed on to other shifts and members.About record keeping - As stated above, each inspection or use of a rope is documented in the database. The information is necessary to evaluate the history of a rope to aid in decisions of replacement, to accurately report inventory and locations of ropes etc. When a rope is taken out of service and destroyed, the history of that rope and it=s demise will remain in the record for proof that we inspect and disqualify ropes not meeting our safety expectations.


Examples & info for meeting expectations or exceeding themMeeting expectations example - Each rope has a unique ID# on each end and is documented in the database along with it=s last location, manufacturer, length, size & color. Each rope is inspected monthly and documented. Any ropes not meeting criteria are removed from service and destroyed. Inventory of hardware is maintained and organization of the equipment makes it easy for an individual to find equipment during an emergency. The history of a each rope can be printed at any time. Any use of a rope is documented in the database. Considering that other personnel using a rope may not properly report it, any system developed for personnel to easily report the use is needed.Exceeding expectations example -


Rope Inspection MeasurementsRope & Equipment inspection ___ Database reflects all activity ___ Inspection periods completed ___ Organization of related equipment

SCBA Maintenance-Inspection ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the job of 42

(2nd, 4th, 6th, 8th B-Shifts), This job assures proper working order and readiness of airpacks, air supply and refilling systems and related equipment. This individual is more of a manager of airpack information, maintenance and repair rather than the individual that is assuring the airpack is in place each day. Individual members are required to properly place an SCBA back in service, fully filled, cleaned and straps extended and if problems occur with the SCBA, they report it on the reporting clipboard for this person to notice and handle a problem. Although other shifts and personnel perform a basic check on each airpack on their assigned apparatus, this job task includes a monthly"pre-use" check as outlined on the form C:\SVFD Standard Directory\Duty Forms\02 Duties\SCBA Maintenance\monthly checkoff.wpd. This person schedules yearly maintenance procedures as per the manufacturer's recommendations

Safety information and notesCompressed cylinders

Examples & info for meeting expectations or exceeding themMeeting Expectations - All SCBA on any apparatus or for use in training programs are in proper working order or taken out of service immediately. Monthly pre-use is performed each month. Annual services are scheduled and conducted. Any reported repairs on the clipboard are addressed by the next shift worked for the person assigned this task. Addressed means repair completed, parts ordered or a contact made to the manufacturer or distributor in which a question needs answered but maybe they have not responded yet.

Authorizations & AccessSCBA Maintenance-Inspection

SCBA maintenance Measurements___ Annual Flow tests conducted___ Issues on clipboard are attended to

Station Maintenance ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobInspection of general maintenance issues at both stations. Lighting, appliances, heating/AC, air filters,

of 42

Emergency generator, Smoke/CO detectors, extinguishers (and vehicle extinguishers for hydro/inspection) and general items that may concern station operation or safety. (Conducted 1st & 5th Shift of month). The person completing the task completes the inspection by using the latest version of the checkoff sheet provided in the Standard Directory and once a month, records the CFM reading on the water meters and reports it to the Fire Marshall's office. Aside from the issues listed on the form, the general safety aspect around the station includes items such as; replacing/removing extension cords which may have cuts or improper end connectors, pathways or exits blocked or obstructed, fixing loose handrails, door knobs and other items of safety or station operation. The individual will assure that a log/clipboard is posted and available for other persons to report station maintenance problems. This individual checks the AStation maintenance reporting@ form and provides attention to any unfinished tasks on the clipboard. Occasionally the person assigned this duty will conduct basic research for product replacement or get quotes for projects that require external expertise to perform.

Safety information and notesDo not perform electrical or other hazardous details that you are not familiar with. Check with your Supervisor. Any repair or function that has potential for projectiles, small particles and any other material that may enter the eyes requires the use of eye protection. Particles falling from ceiling tiles or granular insulation, wood saws, chisels etc. Follow proper rules for ladder use (Angles, heeling and max step to work from)

Examples & info for meeting expectations or exceeding themMeeting expectations - Replace or repair items that would be applicable to an average person such as changing light bulbs, tightening screws/bolts, moving opbjects from a pathway for fire escape, securing O2 bottles with chains, arranging to have fire extinguishers hydrostatically test and inspected, greasing or oiling a device etc. Person looks at the clipboard where issues are reported for building maintenance problems and acts on them within a reasonable time frame, ie. door knob loose - can be immediately taken care of, bulb out - can be immediately take care, Bay door not working - may be a breaker but after calling for door company, may have to wait for them to repair the problem or other situations may not have resource immediately available to complete task. Person may be assigned to research basic issues or call for quotes on products. As a safety note, an employee should not exceed their capabilitiesExceeding expectations - Actions that are considered beyond the ability of an average person such as not just changing a light bulb but having to change a ballast, replacing an electrical outlet or breaker, framing a door during replacement, replacing or repairing vinyl siding etc. Other special projects may be considered exceeding such as replacing multiple ceiling tiles, landscaping projects, involvement in renovation or building committees.


Station Maintenance Measurements___ Monthly station inspections forms competed___ Attended to issues on the report clipboard___ Safety while performing maintenance

Vehicle Maintenance ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobInvolves basic maintenance of all department owned vehicles or assuring that some repairs are forwarded to the

of 42

proper facility or company. Scheduled events may occur such as rotation of tires on a milage basis, changing oil etc. The individual will assure that a log/clipboard is posted and available for other persons to report vehicle maintenance problems. Each shift, the employee checks the log and focuses on handling the reported problems. This individual will be capable of changing bulbs, fuses, tightening bolts, cleaning battery terminals or replacing a battery, using a grease gun, refilling fluids, changing filters etc. The employee should communicate with the Chief regarding the maintenance budget, order needed parts or supplies. This task involves basic abilities at problem solving mechanical issues and preventing maintenance problems or out-of-service time for any vehicle while assessing when outside resources are needed to repair a problem. Will have knowledge or access to information regarding warranties from manufacturers, contacts and maintain any manuals that came with the apparatus (Pump information from those manuals will be kept by the pump maintenance individual).

Safety information and notesSafety glasses during any event that may produce projectiles. Ignition sources around flammable liquids.

Examples & info for meeting expectations or exceeding themMeeting expectations - General problems reported on the clipboard are handled within one week, reported problems which affect safe operation (serious breaking problems, both headlights out etc) are handled immediately.


Vehicle Maintenance MeasurementsRecord Keeping___ Items on report log repaired, attended ___ Record keeping (Can show activity for year)

Safety Issues___ Use of Eye protection when needed___ Chock blocks, vehicle stabilization

Work Environment___ Shop area organization___ Organization of tools and equipment

Vending Machines ( Return to Menu ) Prerequisites - Requirements & Recommendations

Overview of the jobKeeps vending machine stocked with drinks, chips, candy etc. Counts monies and submits funds to FF Fund

of 42

Treasurer. Funds needed for stocking are acquired from the Treasurer.




Water Rescue Resource Coordinator ( Return to Menu ) Prerequisites - Requirements & RecommendationsCertified as or beginning Divemaster training level

Overview of the jobCoordination/Maintenance of dive & water rescue equipment and pre-incident planning. Involves readiness of SCUBA setups on Squad 6, organization of dive equipment at the station and assesment of equipment and maintenance procedures that need conducted.

Safety information and notesPressurized cylinders



Water Supply Planning ( Return to Menu ) Prerequisites - Requirements & RecommendationsWritten exam and skills evaluation (need to create) Training program to develop knowledge and skills for this duty and assure consistency in formulas, guage readings, safety issues around traffic etc.

Overview of the jobTesting, Inspection and Record keeping for fire hydrants to be used during fire suppression efforts. Following

of 42

guidelines from AWWA (American Waterworks Association) & NFPA. This duty is more seasonal or fluctuated during the year for weather influences. Testing (AWWA Chapter 6) refers to actually flowing the hydrant, recording appropriate readings and when entered into the database, gives the GPM of the hydrant. Each hydrant is flow tested at least every 5 years (AWWA recommends 10yrs but we require 5yrs). Inspection (AWWA 5.3) refers to weedeating/spraying, clearing brush, general operational function, painting and forwarding documentation to be recorded. Record keeping refers to entering all testing and inspection information into the A5 database, producing reports for field work, history and current hydrant status. The hydrant information entered is essential for information needed to complete preplans, where the individual responsible for that database checks the most current hydrant information and updates the preplan of a business. The hydrant information is also forwarded to the individual taking care of street maps so their location may be available to all members.

Safety information and notesWhile on or near any roadway during testing/inspection, a traffic control vest should be worn. Vehicles or functions should not take place in curves or dangerous locations without application of principals outlined in the Traffic Control Manual from the SOG appendix. Use caution and do not stand in front of appliances attached to a hydrant. In the event that thread damage or metal fatigue has occurred, an appliance may become a projectile when pressurized.

Examples & info for meeting expectations or exceeding themMeeting expectation example - Each hydrant receives the annual inspection and is recorded into the database within 2 weeks of the inspection. Every hydrant in the district should not be obstructed from view from responding apparatus from at least 25' either direction on the roadway by vegetation or other objects. Color of the bonnet should easily indicate the range of GPM from the same distance. Color of caps should indicate whatever system of identifying National Standard threads or Asheville thread and hydrant should function. Hydrants deemed as out of service are painted black and the proper form submitted to the water department. New hydrants installed should have information within 90 days. The initial flow test from the installer may me used for the first record and then appropriately painted. A report can be printed at anytime with the latest testing information.Exceeding expectations example - Meeting expectations first, then; Assisting in updating information to be contained in the SVFD Street Directory so each member or apparatus driver will have better knowledge of hydrant locations; Creating coverage overlays for district maps which show areas covered within 1,000 of a hydrant or maps which show that, plus color schemes of hydrant flow ranges by coverage area; Providing information to the preplan coordinator on the effects of multiple hydrants used on a particular large complex fire plan of a business; Creating water supply and distribution plans that include water shuttle fill points or special plans for relay pumping operations; Creating water supply plans for the interstate, by combination or either water shuttle or areas we could access a hydrant and hand lay line to the interstate for a closer fill point, that would be useful in situations such as a gasoline tanker fire; Creating board games or other special methods to help educate members on the water system, hydraulic knowledge and water supply operations; Coordinating a dry hydrant installation at a pond or lake for areas not covered by hydrants.

Authorizations & AccessKeys/Codes - All entrance doors to facilities, any storage room containing hydrant testing devices and supplies.Budgeting/Financial - Any decision involves awareness of current line item balance from _____? Up to $150.00 individual discretion during fiscal year. Over $150.00 needs approval by the Fire Chief.Water Supply Planning

___ 5 year test on track ___ Records accurate

Water Supply Coordinator Measurements

of 42

___ Dates due for testing___ Dates due for inspections___ Record accuracy___ Attention to new installations___ Produce reports requested___ Painting & weedeating___ Distributing info to Preplan group___ Compliance with NCDOI inspection needs


___ Special maps/studies conducted?

Wildfire UI Planning ( Return to Menu ) Prerequisites - Requirements & RecommendationsS-130, 190, L-180, S-205 or Urban Interface courseRecommended: Fire & Life Safety Educator 1, Knowledge of Firewise program

Overview of the jobPre-Incident planning which will aid in wildland firefighting & Urban-Interface incidents and provide contacts with the community providing prevention materials and information. Plans include assurance that street/road maps are accurate, house numbers & structures are identified on maps in high potential/hazard areas, logging roads and other potential control lines are mapped. Areas are assessed for staging areas, water supply, structure that cannot be accessed with typical apparatus, bridges that cannot be safely crossed.As this is a new assignment area, judgements will be on an assigned basis.




Wildland Urban Interface Planning Measurements___ Street database current___ Distribution of street info

___ Identify primary developments to plan

___

Performance Aspects ( Return to Menu ) The following are samples of rating factors and example standards taken from a variety of sources. These terms and ideas can be used to express details during your self evaluation or when evaluating an employee.

Overview of terms - Descriptions and details on following pages

GENERAL Adaptability

Planning & OrganizingProblem Solving & Decision Making

of 42

Assertiveness/MotivationAttendanceCommunicationCreativityDependability/InitiativeJob KnowledgeJudgmentInitiativeInterpersonal RelationsManagement Skills

ProductivityQuality of WorkQuantity of WorkResourcefulnessResponsibilitySafetyStress ToleranceTime ManagementMeets deadlines Work Habits

TEAM BASED FACTORSConsensus BuildingTeamworkWorking with Others/Cooperation

SUPERVISORY FACTORSCost EffectivenessDelegation & Supervisory SkillsDevelopment of SubordinatesLeadershipPerformance AppraisalsStaff DevelopmentSupervising Staff Relations

GENERAL AdaptabilityEfficiency with which employee works under stress and responds to change.Receptive to change/new ideas Shows poise and/or courtesy in tough situations Demonstrates ability to modify behavioral style and approach to goal

Assertiveness/Motivation

Degree to which the employee pursues goals with commitment and takes pride in accomplishment.Takes initiative eagerly Demonstrates orientation to achieve results Behavior reflects a desire to excel on the job Works steadily and actively Demonstrates self-confidence and positive attitude towards self and others

of 42

AttendanceExtent to which employee can be depended upon to be available for work and to fulfill position responsibilities.Reports to work on time Communicates schedule changes promptly to supervisor Maintains regular attendance

CommunicationThe extent to which the employee effectively listens, conveys and receives ideas, information and direction.Seeks to clarify and confirm the accuracy of their understanding of unfamiliar or vague terms and instructions Makes oral and written communication clear and easy to understand Assesses and takes steps to improve ability to communicate (written and verbal) so ideas and consultations are conveyed with precision and efficiency

CreativityExtent to which employee generates workable and innovative ideas, concepts and techniques.Attempts to simplify and/or improve procedures and techniques Initiates new and creative ideas or procedures to enhance the department or organization Looks for new solutions to old problems

Dependability/InitiativeThe extent to which an employee effectively and enthusiastically accomplishes assignments with minimal supervision.Independently contributes ideas and projects Adapts to change Follows-through on work assignments Shares ideas and suggestions

Takes on new responsibilities Willing to assist co-workers

Job KnowledgeThe demonstration of technical, administrative, managerial, supervisory, or other specialized knowledge required to perform the job. Consider the degree of job knowledge relative to length of time in the current position. Able to answer difficult questions Effectively learns new skills Maintains up-to-date job related information

JudgmentAbility to analyze problems or procedures, evaluate alternatives, and select best course of action.Uses of logic and common sense in decision making Makes appropriate and consistent decisions Obtains and evaluates pertinent information to determine source of and alternative solutions to problems

InitiativeThe degree to which the employee independently performs and accomplishes assignments.Requires minimal supervision Sees and acts upon opportunities Independently contributes ideas and projects Promptly undertakes problems and devises solutions Acts independently within established guidelines

Interpersonal RelationsThe degree to which the employee shows understanding and sensitivity to needs and problems of others.Actions are intended to calm, diffuse, and be helpful Interacts positively with people in different situations Accepts and acknowledges suggestions from others Works cooperatively and effectively with others to achieve unit goals

Management Skills

Extent to which employee demonstrates effective management abilities and overall results.Effectively sets goals and establishes priorities Improves work methods Achieves expected results Plans and administers budgeted funds Implements cost-saving procedures, expense control, etc.

Planning & OrganizingThe extent to which the employee plans, organizes and implements tasks or programs.Demonstrates effective use of time and facilities subject to their control Meets deadlines Maintains a clear grasp of daily tasks

of 42

Prioritizes duties in a manner consistent with organizational objectives Effectively manages tasks or program assignments including follow-through and delegation

Problem Solving & Decision MakingDegree to which employee demonstrates ability to clearly isolate, define and seek solutions to problems.Effectively identifies & evaluates alternative solutions Makes decisions consistent with skills and experience Recognizes decisions that have to be deferred until all pertinent facts are gathered and analyzed Flexible in modifying decisions

ProductivityDegree to which the employee produces the expected quality and quantity of assignments.Attains conclusive measurable results Maintains control and work pace Completes assignments on time and to specifications

Quality of WorkThe ability to set high standards for own personal performance; strive for quality work; put forth extra effort to ensure quality work.Develops and implements new solutions, procedures and concepts Demonstrates accuracy, thoroughness, and reliability Shows organization and completeness Pays attention to detail Consistently delivers what is required when required

Quantity of WorkThe volume of work produced by the employee, along with his or her speed, accuracy and consistency of output.Accomplishes work in an organized, timely manner Produces necessary results in spite of unforeseen changes Alerts appropriate team member if deadlines need to be re-negotiated to accomplish work with higher priority

ResourcefulnessConsider the degree to which employee is a source of supply and support to the department, customers, and/or the organization as a whole.Masters difficult situations in a timely and effective manner Answers questions and deals with problems effectively

ResponsibilityDegree to which the employee demonstrates dependability in work performance.Completes work in a timely, capable and reliable manner Adheres to instructions Maintains regular attendance

SafetyDegree to which employee adheres to safety and health regulations.Maintains and observes safety and health standards Notifies others when violating safety and health regulations Stress ToleranceDegree to which employee's performance demonstrates stability under time and/or pressure and opposition.Demonstrates composure and good judgment in stressful situations Maintains appropriate response and outcomes during encounters and/or periods of high levels of pressure Time ManagementAbility to adhere to responsibilities in a timely manner.Meets deadlines Manages multiple tasks with accuracy and efficiency Work HabitsThe manner in which an employee conducts his or herself in the working environment. Displays professionalism Demonstrates effective time management skills Shows positive attitude Maintains regular attendance Meets productivity standards

of 42

Consensus BuildingThe extent to which the employee builds and maintains work relationships and contacts needed to effectively address problems and opportunities associated with their position. Actively resolves workplace conflicts Willingly undertakes assigned projects Supports organizational goals and endeavors

TeamworkThe degree to which the employee works well in a team setting.Interacts and exchanges idea Observes the abilities and ideas of fellow team members Works fairly and attempts to share an equal work-load with others

Working with Others/CooperationExtent to which employee works cooperatively with customers, co-workers and the public.Gains confidence and trust of others Recognizes strengths and limitations of self and others Exhibits appropriate sensitivity to others' feelings Focuses on performance rather than personality in relating to others

SUPERVISORY FACTORSCost EffectivenessExtent to which employee seeks best use of materials, equipment, and staff to maximize efficiency and effectiveness.Uses effective materials to enhance department and/or job performance Establishes budget and/or functions within the budget

Delegation & Supervisory SkillsThe extent to which the employee shows the ability to effectively authorize work and supervise subordinates.Clearly defines responsibilities and authority limits Makes effective assignments to subordinates based upon demonstrated skills and knowledge Motivates employees to think and work independently Recognizes individual capabilities and assigns work accordingly Counsels employees in both positive and negative circumstances Appraises performance and individual contributions

Development of SubordinatesConsider the employee's ability to effectively evaluate skills, knowledge, aptitudes, interests and developmental needs bearing on individual and group work performance.Develops and implements or assures appropriate training or development plans and programs Provides appropriate support for employee to reach his/her potential and goals

LeadershipConsider the employee's ability to direct the operations, activity and performance of others.Gives direction without conflict Creates environment that guides employees to accomplish unit and individual goals

Performance AppraisalsDegree to which employee prepares thorough and objective annual appraisals.Provides informal performance feedback on a regular Acknowledges good performance and discusses performance problems Prepares precise written annual evaluations

Staff DevelopmentDegree to which employee provides opportunities to challenge subordinate's capabilities and develops the knowledge and skills necessary for career development.Identifies training programs to improve subordinate's performance Defines and communicates standards of performance and assists employees in achieving these standards Encourages and supports staff participation in job related activities

Supervising Staff RelationsConsider the extent to which the employee effectively oversees and facilitates staff.Shows fairness and impartiality in interactions Demonstrates interest in other=s welfare Elicits staff input where feasible Responds to staff suggestions and complaints in a serious, sensitive, and timely manner Facilitates staff adaptability Anticipates staff problems and takes preventive measures Resolves disputes among employees Handles corrective discipline and employee grievances

of 42

Preparing to conduct a performance review ( Return to Menu )

When you are the person being evaluated You should be notified of:

purpose, date, time, possible duration location time period covered (ie. July 06-June 2007) Your supervisor will give you the following material

Access to the AEvaluation & Job Description Index@C:\SVFD Standard Directory\ Duty Forms\Evaluation System\Evaluation and Job Description Index.pdforwww.svfd.net/SVFD SD/SVFD SD Web index.pdf (Where you may link to other documents)orwww.svfd.net/SVFD SD/Duty Forms/Evaluation System/Evaluation and Job Description Index.pdf

Your custom blank evaluation form You will review and complete the following before giving it to your supervisor on the next shift:

Read the job descriptions for areas contained on your custom evaluation form Review Akeypoint measurements@ at the end of each job description. These Akeypoints@ will help

summarize expectations from the longer details of each job description. Review paperwork, notes or other fact & data. Provide examples of areas in which you feel you would

not meet, meet or exceed expectations. Thank you letters or cards, examples of projects undertaken or areas you feel you have exceeded expectations, times you were late. Please remember, the more information you provide along with your supervisor=s information, the more accurate the evaluation will be.You may review A Performance aspects @ section of this guide to give you ideas for terminology

Complete a self evaluation using the form List or describe needs for your job responsibilities. Example: You need a tool to perform a task better

or safer, you have recommendations that would make the job task more effective or have descriptions as to why some areas did not meet expectations.

List some goals & objectives you would like to achieve during the next evaluation period.Examples: certification achievements, knowledge & skills, projects, public speaking skills, teach a class, pursue the degree program, become more proficient at pumps or land search techniques etc.

Submit the 1. Self Eval form & 2. Supporting documentation, to your supervisor. During the review

The Supervisor will have already combined the information you have provided and he or she has. The Supervisor will have already completed the evaluation form, therefore it is important that you have provided information and needs ahead of time with the self evaluation form. The completed evaluation may be adjusted after attending the evaluation session but the more accuracy provided by you, the more likely the final evaluation will reflect a fair and complete summary.

The Supervisor does not have control over monetary rewards such as percent raise amounts, only the evaluation of your performance. The Board of Directors make decisions for a raise.

Appealing your evaluation After discussing any issues with your Battalion Chief and you disagree with the evaluation, you may

appeal (in writing) to the Deputy Chief who will review facts and provide a decision. If you are not satisfied with the Deputy Chief’s decision, you may further appeal to the Chief. If you are not satisfied with the Chief’s decision, you may appeal to the Personnel Committee from the

SVFD Board of Directors who will make a final decision.

of 42

Preparing to conduct a performance review ( Return to Menu )

When you are the person evaluating

Provide employees with access to their Performance Evaluation forms and AEvaluation & Job Description Index@ and review the AWhen you are the person being evaluated@ checklist. Have them submit the material on the next shift Make sure they can contact you with any questions that arise while completing their self evaluation

Request that the employee review his/her job description and previously set goals/objectives to use as a basis of their self-examination. During the first review ever conducted, such goals or objectives outside of the main description may not be applicable.

Request that the employee come prepared to discuss their: Accomplishments and/or examples of meeting or exceeding expectations Concerns of problems B possible causes and solutions Development goals B things they would like to learn and do in the future.

Supervisors Preparation (While they perform their Self Evaluation)Review... ..the employee=s job descriptions and evaluation form. ..accuracy of descriptions and if only certain time periods apply (ie. They were assigned a task halfway through the year) ..the employee=s performance data (notes, letters, e-mails, photos, reports, etc.) ..notes from coaching sessions or informal interactions with employee ..previously set goals and objectives. Assemble quantity/quality/time measure of results related to employee=s goals

and objectives. Focus on the overall picture by identifying key strengths and root skills to be developed. ... A Pitfalls & Errors @ during evaluationsSummarize, Pre-Rate & Prepare (After the employee has submitted their self evaluation and information.) Review the employee=s self evaluation form and information submitted Summarize the data and fill out the evaluation formDecide an overall rating... ..for each assigned job/position. ..Extra duties or special projects and other considerations outside of the descriptions ..an overall rating consolidating all aspectsPrepare... ..written comments that summarize accomplishments and areas of development B cite specific examples. ..a plan for the Performance Evaluation discussion ..a plan for how you will get the employee involved in the discussion. ..notes for the discussion which include:

Key strengths and accomplishments. Problems, causes, solutions, areas for improvement. Action steps and developmental goals.

Prepare suggested follow-up plans for future goal setting, etc. Arrange for staff coverage if possible to lessen interruptions (Phone calls, FR calls, walk ins) Review material with your supervisor and ask for recommendations or any ideas that will make the evaluation succesful)

Conducting a performance review ( Return to Menu )

of 42

When you are the person evaluating (During the evaluation)

Set the climate: Provide a comfortable atmosphere Put the employee at ease Ensure no interruptions take place Eliminate physical barriers between you and your employee.

Get started:

In most instances, begin on a positive note. Be friendly, be yourself, be sincere Point out any recent significant positive performance. Stress your desire for two-way communication

Obtain the Employee's view:

Encourage the employee to point out any accomplishments of which you are not aware or which needs further description from information already provided.

Clarify what you think you've heard Review their self evaluation together

Discuss the employee's career goals and objectives. Plan specific job assignments or activities which support the employee's objectives Point out opportunities for training or education that will assist the employee.

If necessary, make any additions, corrections, and deletions to the ratings or comments on the Performance Evaluation Rating Form. (Information should be complete during this evaluation, however, discovery of new information or clarifications may need to be made. If this is the case, finalize the evaluation form or documentation after the session and complete the signatures later that day or at the latest, the next shift.) Finalizing...................Employee and supervisor sign the last page of the approved evaluation form (if complete).Employee receives copy of completed evaluation form (all pages).Submit completed performance evaluation form to your supervisor which will then be filed with the Chief.

PITFALLS AND ERRORS DURING PERFORMANCE APPRAISALS ( Return to Menu ) A. The Isolated IncidentA rating should not be based on a few isolated performance incidents. When this is done, the rating is unfairly influenced by non-typical instances of favorable or unfavorable performances. While isolated incidents are

of 42

documented and reviewed, frequency and severity are evaluated but a Arare@ occurrence should not dominate the positive aspects during other times.

B. The "Halo" EffectHalo error (or circle effect) occurs when a supervisor allows his or her assessment of one trait or characteristic to influence the assessment of the same person in other traits or characteristics.

C. The "Central Tendancy"Central tendency is the error of rating all individuals at about the center (average) point of the scale either because the rater fails to look at enough detailed performance data to differentiate, or simply because it's "easier" to rate everyone at the middle of the scale.

D. Rating the Job and Not the IndividualIndividuals in higher-rated jobs are often considered superior performers to those in lower-rated jobs. This normally means that confusion exists between the performance appraisal and how the job has been evaluated. The focus should be on what the person has been asked to do and their expectations in that job, not how difficult or important it is. Job difficulty will often be rewarded in other manners.

E. Length of Service BiasThere is a tendency to allow the period of an individual's employment or service time to influence the rating. Normally, performance levels should be higher as an individual gains training and experience, but this is not always the case. Longevity can be rewarded through specific AThank you for your service time@ incentives or bonuses but in each case, the person should be evaluated based on what they are asked to do and how well they do it in each time period evaluated.

F. Personality ConflictsAvoid judgments made purely on the basis of personality traits. Effective, efficient employees do not necessarily agree with everything a supervisor believes in or states.

G. Leniency errorLeniency error (or severity error) occurs when a supervisor consistently evaluates all subordinates at the high end of the rating scale (or low end of the scale). Being lenient or unrealistic can detrimentally be used to make a supervisor appear successful in employees achieving objectives. The effects of lenience error are:

(1) to force ratings so drastically toward the top or bottom of the rating scale that they are valueless (2) to create unrealistic employee confidence when improvement in performance is really needed and quite

possible.

H. Similarity ErrorSimilarity error is a bias in favor of individuals who the supervisor perceives to have similar personal characteristics to him or herself, or a bias against those the supervisor perceives to be different from him or herself. Differences or similarities should be based on defined expectations.

I. Unfamiliarity errorUnfamiliarity error is a lack of knowledge or understanding of the job task he or she is evaluating. The results of this error can create central tendency or leniency error because the supervisor cannot truly evaluate the task.

J. Grudge ErrorGrudge error occurs when a supervisor's performance evaluation was poor and unfairly relates it as the employee's fault. The supervisor lowers the employee's rating lower than should be.

K. The ASurprise@ error

of 42

The ASurprise@ error occurs when a person is evaluated on a task or expectation they have not been made aware of. A Anew@ expectation or level of achievement should have been clearly identified earlier. An individual should be evaluated only on what they have been asked to do, how they were supposed to have performed and ultimately how they did perform.

L. The ALaw of Recency@ errorThe Law of Recency error occurs when only what has been achieved or not achieved in recent day or weeks reflects the evaluation, not the entire specified evaluation period. If a person is expected to have performed in a consistent manner throughout the period, the entire period should be evaluated. For example, an employee has reported late to work several times during the evaluation period but in the last month they have been on time. The evaluation should reflect the entire period.

M. The AElusive Pinnacle@ errorThis occurs when a supervisor sets a standard that no employee could ever reach the level of Asuperior performer@ or Aconsistently exceed expectations.@ For example: on a 1-5 scale, the supervisor will never award a 5 regardless of how hard or well an employee performs. If an employee achieves stated expectations at that level then they have earned it.

of 42

What do the categories 1 through 5 mean? ( Return to Menu ) Note: These descriptions and definitions are subject to final review by the Board of Directors

Basic meaning Examples/Further description

1 Never meet expectations A complete failure in a given task or position. This rating means the employee does not meet expectations appx 80-100% of the time. The person has adequate resources, knowledge, direction and time to perform the task but still fails. At this level of performance the individual will most likely lose a position or employment at the recommendation of the Chief to the Board of Directors in which they will act at their discretion.

1.5 Frequently below expectations A general failure in a task or position. This rating means the employee does not meet expectations appx +/- 30-80% of the time. The person has adequate resources, knowledge, direction and time to perform the task but frequently fails. This level of failure can also place a position or employment at risk depending on severity, frequency and potential for improvement.

2 Occasionally below expectations This level could be referred to as a Afew@ times or could be once or twice depending on severity of an issue such as a serious and blatant safety violation. This rating means the employee does not meet expectations appx +/- 10-30% of the time.

2.5 On rare occasions below expectations This does not refer to a mild, one-time incident as referred to as the AIsolated Incident.@ This rating means the employee does not meet expectations appx +/- 5-10% of the time.

3 Meets expectations Essentially means a person did what they were asked to do. While this level does not necessarily mean perfection in every aspect, the person is considered Ain good standing@ and is intended to result in a Athank you for doing your job.@

3.5 On rare occasions exceeds expectations This rating means the employee exceeds expectations appx +/- 5-10% of the time.

4 Occasionally exceeds expectation With most areas or keypoints meeting expectations, this person would have excelled, provided extra effort, or performed above expectations on some issues. Example: With several keypoints addressed, most have met expectations but a couple keypoints can provide evidence that the individual is doing more than expected in a substantial way. This rating means the employee exceeds expectations appx +/- 10-30% of the time.

4.5 Frequently exceeds expectations This rating means the employee exceeds expectations appx +/- 30-80% of the time.

5 Always exceeds all expectations Considered a superior performer all year in almost all keypoint areas without even any minor areas falling below expectations

Ratings contain an appx % of the time/quality of meeting expectations. These are provided as a general idea for each task or position. Performing a task at 10-25% would generally fall into a A2.@ Certain keypoints of an area will apply different percentages, for example:1. Reporting to work late 10% of the time would be more applicable to a A1.5" or Afrequently below expectations.@2. Not wearing your seatbelt 5-10% of the time is not acceptable, it must be worn 100% of the time, therefore will greatly reduce that area.

of 42

Some Examples of how each AJob Task or Position Rating@ affects the AOverall rating@ ( Return to Menu ) The AOverall Rating@ is not just the average of each rating such as an individual receiving a A4" and a A2" would not simply average out to a A3.@ When determining the AOverall Rating,@ the particular weight of each task & position is assessed. Frequently exceeding expectations while performing your primary assigned job or position may increase the AOverall Rating@ more than another area. An AOverall Rating@ below a A3" would not receive a recommendation to the Board for a performance bonus. Any APosition or Task Rating@ which receives a A1.5" or below would constitute a recommendation not to receive a performance bonus regardless of exceeding expectations in other areas. Receiving a A2" in a given area may exclude a performance bonus depending on the same factors.

As each job task or position is reviewed, the final rating is effected when each sub area is applied. Not necessarily in the order or results shown in the examples, each Aoverall rating@ is unique to the combination of different jobs, how the jobs were completed and the general percent each area makes up your Atotal job.@

of 42

svfd.netsvfd.net/svfd sd/employees/evaluation system/evaluation... · web viewcontains information...

Documents