A department learns about community needs only when residents contact it on their own initiative, rather than soliciting input. Compared with an active approach, what is the principal drawback of this passive method?

It produces feedback that arrives late and skews toward complaints.

During the recession of the 1980s, Los Angeles and Chicago could not afford to replace their aging ladder trucks. What alternative approach, exemplified by Los Angeles's Service Life Extension Program (SLEP), did they use instead?

They rehabilitated existing rigs, including replacing gasoline engines and manual transmissions with diesel engines and automatic transmissions

When building the case for a new or revised department policy, what kinds of supporting documentation does the text say a fire officer can use to justify the need for the change?

Either statistical measures, anecdotal evidence, or a combination of both

After a fire officer confirms that a perceived policy problem is genuinely widespread rather than an isolated complaint, what does the text say should be used next to develop and choose the best proposed solution before writing a proposal to administration?

The conflict resolution model described in the leadership chapter

The sentinel event credited with first drawing the commercial airline industry's attention to crew resource management involved United Airlines Flight 173 near Portland in 1978. What caused that otherwise mechanically sound aircraft to crash?

The flight crew became so absorbed in troubleshooting a landing-gear indicator light that the plane ran out of fuel.

At which point in the sample grievance procedure does the text indicate a grievant's union representative usually becomes formally involved as an advocate?

At the first or second step of the process.

Case law and administrative actions establish that a fire station, even during off-hours such as 3:00 AM, is legally treated as what kind of environment?

A local government facility, subject to the same workplace rules and expectations as any other municipal workplace.

The after-action report from the 1995 Alfred P. Murrah Federal Building bombing established the practice of using a written incident action plan for what recurring purpose, later applied to all types of emergency incidents?

One IAP for every 12-hour work period

Which three activities are identified as the important components of a community risk reduction program at the company level?

Fire and life safety programs, private dwelling safety surveys, and safety presentations

The chapter reports that efforts tied to the Everyone Goes Home program's safety practices produced a measurable trend in annual line-of-duty deaths. What was that trend?

Fewer than 70 line-of-duty deaths per year from 2014 to 2018, down from an average of 100 per year from 2002 to 2008

How does this chapter distinguish 'customer service' from 'customer satisfaction' in a fire department context?

Customer service means fixing problems and correcting errors, while customer satisfaction means meeting the customer's expectations

According to the OSHA HAZWOPER training requirements described in the text, a first responder trained only to the hazardous materials awareness level is able to—

Recognize a potential hazardous materials emergency, isolate the area, and call for assistance.

After a tractor-trailer struck and totaled a ladder truck operating at an interstate accident, the Irving, Texas Fire Department began fitting older apparatus scheduled for retirement with arrow boards and graphics for a new purpose. What was that purpose?

Blocking traffic to protect personnel at interstate accident scenes

According to the text, which of the following is one of the organizational-level practices that helps produce clearer ethical choices among fire department members?

Selecting employees who share the values of the organization

According to a Fire Officer Tip on improving crew safety, which of the following is one of four simple habits a fire officer can develop to improve the safety of his or her crew?

Maintain fire company integrity at emergency incidents

According to the text, the primary advantage of preassigning fire-ground tasks, rather than assigning them as needed on scene, is that it—

Relieves the officer of having to make certain decisions during the emergency.

Among the general supervisory responsibilities for first-line fire officers listed in the text (citing Flaherty, 2013), which one specifically involves ensuring the company's work is completed on time and within the department's budget?

Manage the workload so the fire company can deliver work that is on time and within budget.

Which of the following best defines "command presence" as the term is used to describe a fire officer acting as the initial incident commander?

The ability of an officer to project an image of being in control of the situation, supported by knowledge of responding companies and mastery of local procedures

In the four-step method of skill training, what is the primary objective of step 2, Presentation?

To introduce the subject matter, explain its importance, and create interest in the material.

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Free TCFP Fire Officer I practice questions with answers

Twenty-five original, source-verified TCFP Fire Officer I questions with full answers and rationale below, free to read, no account required. A new set every day.

Question 1
A department learns about community needs only when residents contact it on their own initiative, rather than soliciting input. Compared with an active approach, what is the principal drawback of this passive method?
- It costs considerably more and demands far more staff time than soliciting input directly.
- It requires a formal survey instrument approved by the jurisdiction's governing body.
- It produces feedback that arrives late and skews toward complaints.Correct
- It prevents the department from ever learning what external customers actually want.
Why: A passive approach costs little and takes almost no staff time, so expense is not its weakness. Its weakness is that it is reactive: nothing surfaces until a customer is moved to speak up, and by then the information is often colored by dissatisfaction and may demand an immediate change. It does not require a formally approved survey instrument, since no instrument is used at all, and it does not entirely prevent the department from learning what customers want, because customers do eventually speak. The active alternative, using periodic meetings, surveys, and informal interviews, seeks the same information before it hardens into a complaint. Primary reference: Fire and Emergency Services Company Officer (IFSTA, 6th Edition, 2020), Administrative Functions, p. 129.
Question 2
During the recession of the 1980s, Los Angeles and Chicago could not afford to replace their aging ladder trucks. What alternative approach, exemplified by Los Angeles's Service Life Extension Program (SLEP), did they use instead?
- They leased replacement apparatus from a neighboring jurisdiction
- They rehabilitated existing rigs, including replacing gasoline engines and manual transmissions with diesel engines and automatic transmissionsCorrect
- They permanently took the ladder trucks out of service with no replacement
- They converted the ladder trucks into engine companies to cut maintenance cost
Why: The text describes Los Angeles's SLEP as rehabilitating existing rigs — updating, rewiring, repainting, and recertifying them as aerial apparatus, and specifically replacing gasoline motors and manual transmissions with diesel engines and automatic transmissions — squeezing an additional 5 to 7 years of service from the fleet. Leasing, permanent decommissioning, and converting ladder trucks into engines are not what the text describes. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Fire Department Administration, p. 271.
Question 3
When building the case for a new or revised department policy, what kinds of supporting documentation does the text say a fire officer can use to justify the need for the change?
- Only formal quantitative statistics gathered by the training division
- Only anecdotal accounts collected informally from fire fighters
- Either statistical measures, anecdotal evidence, or a combination of bothCorrect
- Only data drawn from a single postincident analysis
Why: The text states the support for a proposed policy change could consist of statistical measures, anecdotal evidence, or both, citing Daly, Watkins, and Reavis. Restricting the officer to only one type of evidence, or to a single postincident report, narrows the guidance the text actually gives. This flexibility matters because not every unit-level problem generates hard statistics. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Fire Department Administration, p. 257.
Question 4
After a fire officer confirms that a perceived policy problem is genuinely widespread rather than an isolated complaint, what does the text say should be used next to develop and choose the best proposed solution before writing a proposal to administration?
- A formal grievance hearing
- The conflict resolution model described in the leadership chapterCorrect
- A department-wide anonymous survey
- A civil service commission review
Why: Once evidence of a widespread problem has been gathered, the text directs the officer to use the conflict resolution model outlined in the leading-a-team chapter to develop and choose the best alternative, only after which the officer is ready to write the proposal. A grievance hearing, a survey, or a civil service review are separate processes the text does not tie to this step. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Fire Department Administration, p. 258.
Question 5
The sentinel event credited with first drawing the commercial airline industry's attention to crew resource management involved United Airlines Flight 173 near Portland in 1978. What caused that otherwise mechanically sound aircraft to crash?
- A wing failed structurally during a hard landing.
- The flight crew became so absorbed in troubleshooting a landing-gear indicator light that the plane ran out of fuel.Correct
- The crew ignored a hydraulic system failure warning.
- The captain was medically incapacitated during final approach.
Why: The text explains that the crew's fixation on the unlit landing-gear light caused the fully functional aircraft to run out of fuel and crash, so choice B is correct. A structural wing failure is not the cause given; the airframe is described as mechanically sound. A hydraulic failure describes the later Flight 232 accident in 1989, not Flight 173. Captain incapacitation is not mentioned; the captain was actively involved in troubleshooting the light. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Understanding Leadership and Management Theories, p. 137.
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Question 6
At which point in the sample grievance procedure does the text indicate a grievant's union representative usually becomes formally involved as an advocate?
- At the first or second step of the process.Correct
- Only after the grievance reaches the fire chief at step 4.
- Only if the case proceeds to outside arbitration.
- Only at the informal 'step zero' stage, before any written grievance is filed.
Why: The text notes that while an employee can informally consult a union representative at any time, that representative usually becomes formally involved as the grievant's advocate at either the first or second step of the process, growing more involved as a grievance moves through later steps with broader organizational impact. Waiting until step 4 or outside arbitration would leave the grievant without formal representation during the earlier steps, and formal involvement is described as beginning later than the purely informal step zero consultation.
Question 7
Case law and administrative actions establish that a fire station, even during off-hours such as 3:00 AM, is legally treated as what kind of environment?
- A local government facility, subject to the same workplace rules and expectations as any other municipal workplace.Correct
- A private residence exempt from municipal employment policies.
- A quasi-military installation governed only by department general orders.
- A voluntary social club not subject to employer oversight.
Why: Case law and administrative rulings treat the fire station as an ordinary local government workplace, meaning the same conduct expectations that apply to daytime municipal staff apply to on-duty fire fighters regardless of the hour. This directly contradicts treating the station as a private residence, a purely military-style installation, or an unregulated social club, none of which reflects its actual legal status as a public employer's facility. The point of this classification is that off-duty-feeling hours at the station do not create an exemption from standard workplace conduct rules. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Understanding Leadership and Management Theories, p. 124.
Question 8
The after-action report from the 1995 Alfred P. Murrah Federal Building bombing established the practice of using a written incident action plan for what recurring purpose, later applied to all types of emergency incidents?
- One IAP for every 12-hour work periodCorrect
- One IAP for every single-company response
- One IAP only for wildland fire incidents
- One IAP triggered by every PAR check
Why: The federal after-action report on the Murrah bombing highlighted the value of a written IAP for every 12-hour work period, and the Oklahoma City rescue and recovery operation established using written IAPs this way for all types of emergency incidents, not just wildland fires. A single-company response or every PAR check are far too frequent and small in scale to match what this after-action finding describes. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Command of Initial Emergency Operations, p. 402.
Question 9
Which three activities are identified as the important components of a community risk reduction program at the company level?
- Code enforcement inspections, plan review, and fire cause investigation
- Preincident planning, hydrant flow testing, and target hazard surveys
- Recruitment, member retention, and public relations speaking engagements
- Fire and life safety programs, private dwelling safety surveys, and safety presentationsCorrect
Why: Community risk reduction covers every program that protects the public through protection, prevention, and education, and three components are singled out as important at the company level: fire and life safety programs, private dwelling fire and life safety surveys, and fire and life safety presentations. Code enforcement, plan review, and fire cause investigation are prevention functions but are not the three named components. Preincident planning and hydrant testing are operational readiness tasks, and recruitment and retention are internal personnel matters rather than public risk reduction. Recognizing the correct three matters because implementing a unit-level CRR plan means selecting among them. Primary reference: Fire and Emergency Services Company Officer (IFSTA, 6th Edition, 2020), Administrative Functions, p. 134.
Question 10
The chapter reports that efforts tied to the Everyone Goes Home program's safety practices produced a measurable trend in annual line-of-duty deaths. What was that trend?
- Fewer than 70 line-of-duty deaths per year from 2014 to 2018, down from an average of 100 per year from 2002 to 2008Correct
- A rise to more than 150 line-of-duty deaths per year by 2018 despite the program's efforts
- An unchanged rate of exactly 100 line-of-duty deaths per year throughout the entire 2002-to-2018 period
- A drop to zero line-of-duty deaths nationally by 2018
Why: The chapter attributes a resulting trend of less than 70 line-of-duty deaths from 2014 to 2018 to these efforts, calling it a significant improvement over the average of 100 deaths from 2002 to 2008. Choice B directly contradicts the documented downward trend. Choice C ignores the stated improvement. Choice D overstates the result; the text describes a substantial reduction, not elimination, of line-of-duty deaths. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Safety and Risk Management, p. 430.
Question 11
A fire fighter fails a skill evolution by missing a critical step and creating a safety hazard, apparently unaware of how poorly the task was performed. Using the four levels of skill competence described in the text, which level does this fire fighter demonstrate?
- Unconscious incompetenceCorrect
- Conscious incompetence
- Conscious competence
- Unconscious competence
Why: Unconscious incompetence describes a fire fighter who does not know what he or she does not know, evidenced by failures such as exceeding the time limit, missing a critical step, creating a safety hazard, or being unable to perform the task at all, which the text says requires remedial training and a mandatory reevaluation. Conscious incompetence applies once the fire fighter becomes aware of the performance gap, while conscious and unconscious competence both describe fire fighters who can already perform the skill correctly, which does not match a fire fighter who created a safety hazard without apparent awareness of the failure. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Leading a Team, p. 200.
Question 12
How does this chapter distinguish 'customer service' from 'customer satisfaction' in a fire department context?
- Customer service means fixing problems and correcting errors, while customer satisfaction means meeting the customer's expectationsCorrect
- Customer service applies only to emergency responses, while customer satisfaction applies only to fire inspections
- Customer service is measured by response time, while customer satisfaction is measured by apparatus reliability
- Customer service and customer satisfaction are interchangeable terms with no meaningful difference in this chapter
Why: The chapter defines customer service as fixing problems, correcting procedural errors, and providing information, while customer satisfaction is described separately as meeting the customer's expectations, a distinction borrowed from the retail business world. Choice B invents an artificial scope restriction not stated in the text. Choice C substitutes specific metrics for the conceptual distinction the chapter actually draws. Choice D is wrong because the chapter treats the two as related but distinct concepts, dedicating separate explanations to each. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Community Relations and Risk Reduction, p. 122.
Question 13
A preincident plan for a building with balloon-frame construction and open elevator shafts should flag those features as most likely to contribute to which anticipated fire behavior?
- Vertical fire spreadCorrect
- A delay in the fire reaching the decay stage
- Reduced fuel loading in upper floors
- Improved two-way radio coverage
Why: The text specifically names open pipe chases, elevator shafts, and balloon construction as features that contribute to vertical fire spread, which is why a preincident plan should identify them as anticipated areas of fire spread. These features have no established relationship to fuel loading, radio coverage, or delaying the decay stage. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Preincident Planning and Code Enforcement, p. 319.
Question 14
According to the OSHA HAZWOPER training requirements described in the text, a first responder trained only to the hazardous materials awareness level is able to—
- Recognize a potential hazardous materials emergency, isolate the area, and call for assistance.Correct
- Take defensive actions, such as shutting off valves, without contacting the product.
- Evacuate persons in danger and deny entry to other responders.
- Enter the hot zone to identify the specific chemical involved.
Why: The text draws a clear line between the awareness level, which is limited to recognizing, isolating, and calling for help, and the operations level, which adds isolating and denying entry, evacuating people in danger, and taking defensive actions such as shutting valves without contacting the product. Entering the hot zone to identify a chemical exceeds even the operations level as described. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Leading a Team, p. 206.
Question 15
After a tractor-trailer struck and totaled a ladder truck operating at an interstate accident, the Irving, Texas Fire Department began fitting older apparatus scheduled for retirement with arrow boards and graphics for a new purpose. What was that purpose?
- Serving as reserve engines for structure fires
- Blocking traffic to protect personnel at interstate accident scenesCorrect
- Training new recruits on pump operations
- Providing mobile command posts at large incidents
Why: The text describes Irving, Texas Fire Department Chief Victor Conley's program of converting retired apparatus into dedicated "blocker rigs," using arrow boards and graphics to redirect interstate traffic and protect personnel and police officers working accident scenes, after the department lost a ladder truck to a tractor-trailer strike. The other options describe different uses for reserve or retired apparatus that are not part of this example. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Fire Department Administration, p. 288.
Question 16
According to the text, which of the following is one of the organizational-level practices that helps produce clearer ethical choices among fire department members?
- Selecting employees who share the values of the organizationCorrect
- Rotating the chief's position annually among battalion chiefs
- Requiring every ethics complaint to be resolved within 24 hours
- Publishing individual performance appraisal scores department-wide
Why: The text lists several ways to improve ethical choices through clear organizational values, including having a well-known code of ethics, selecting employees who share the organization's values, ensuring top management exhibits ethical behavior, having clear job goals, rewarding ethical behavior in performance appraisals, and running an ethics training program. Annual chief rotation, a fixed 24-hour resolution deadline, and department-wide publication of individual appraisal scores are not among the practices the text lists. Only selecting employees who share organizational values matches the text. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), The Fire Officer I as a Company Supervisor, p. 91.
Question 17
According to a Fire Officer Tip on improving crew safety, which of the following is one of four simple habits a fire officer can develop to improve the safety of his or her crew?
- Maintain fire company integrity at emergency incidentsCorrect
- Rotate the incident command role every shift
- Limit live-fire training to once per quarter
- Delegate all safety inspections to the health and safety officer
Why: The tip box lists exactly four habits: being physically fit, wearing seat belts, practicing safety through training and personal example, and maintaining fire company integrity at emergency incidents, so the fourth option is one of the four named habits. Rotating command roles, limiting training frequency, and delegating all inspections away from the officer are not among the four habits the text names and are inconsistent with the officer-led, personal-example approach the tip describes. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Safety and Risk Management, p. 226.
Question 18
According to the text, the primary advantage of preassigning fire-ground tasks, rather than assigning them as needed on scene, is that it—
- Reduces the total number of fire fighters needed on scene.
- Relieves the officer of having to make certain decisions during the emergency.Correct
- Eliminates the need for any standard operating procedures.
- Allows fire fighters to select their own tasks at the scene.
Why: The text contrasts two task-assignment approaches and credits preassignment with relieving the officer of some in-the-moment decision burden, while crediting on-scene assignment with reducing unnecessary effort instead; the two advantages are not interchangeable. Eliminating SOPs and letting fire fighters self-select tasks are not benefits attributed to either approach. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Leading a Team, p. 192.
Question 19
A city passes an ordinance stating simply, 'This jurisdiction adopts NFPA 1, Fire Code, 2021 Edition.' Which method of code adoption does this represent?
- Adoption by transcription
- Adoption by referenceCorrect
- Adoption by amendment
- Adoption by delegation
Why: Adoption by reference occurs when a jurisdiction's ordinance points to a specific edition of a model code, such as NFPA 1, without reproducing its text, meaning a fire officer must separately obtain the code book to read the actual requirements. Adoption by transcription instead means the entire code text is copied into the ordinance itself; 'adoption by amendment' and 'adoption by delegation' are not the two paths the text describes. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Preincident Planning and Code Enforcement, p. 323.
Question 20
Among the general supervisory responsibilities for first-line fire officers listed in the text (citing Flaherty, 2013), which one specifically involves ensuring the company's work is completed on time and within the department's budget?
- Hold company members accountable for outcomes and behavior.
- Manage the workload so the fire company can deliver work that is on time and within budget.Correct
- Maintain a safe and harassment-free workplace.
- Develop company members through leading, supporting, coaching, and counseling.
Why: Of the six general supervisory tasks listed, only the workload-management responsibility ties directly to timeliness and budget; accountability, workplace safety, and member development are each distinct responsibilities on the same list that address different concerns. Because the question asks specifically about schedule and budget, only the workload-management item matches. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Leading a Team, p. 180.
Question 21
Which of the following best defines "command presence" as the term is used to describe a fire officer acting as the initial incident commander?
- The ability of an officer to project an image of being in control of the situation, supported by knowledge of responding companies and mastery of local proceduresCorrect
- The physical size and rank insignia that automatically confer authority over an incident
- A formal requirement that only chief officers may establish command at a working incident
- A credential awarded after completing the NFA Managing Officer Program
Why: Command presence is defined as the officer's ability to project an image of being in control of the situation, and a fire officer establishing command should have detailed knowledge of the responding companies, mastery of local procedures, and the ability to issue clear, direct orders. It is not a function of physical size or insignia, is not restricted to chief officers (a company officer can be the initial incident commander), and is not a formal training credential. Only the projected-control definition tied to knowledge and procedural mastery matches the text. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), The Fire Officer I as a Company Supervisor, p. 81.
Question 22
The four-step method of skill training (prepare-present-apply-evaluate) originated during World War I and was later updated and renamed 'job instruction training' during which historical period, when more than a million people received technical skill training?
- The Korean War
- World War IICorrect
- The Vietnam War
- The Great Depression
Why: The text traces the four-step method to World War I training of farmers on new military equipment and says it was updated and renamed job instruction training during World War II, when more than a million men and women received technical skill training. The Korean War, Vietnam War, and the Great Depression are different historical periods not credited with this renaming and scale of training. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Leading a Team, p. 196.
Question 23
In the four-step method of skill training, what is the primary objective of step 2, Presentation?
- To introduce the subject matter, explain its importance, and create interest in the material.Correct
- To have the fire fighter perform the skill unsupervised for the first time.
- To administer a written or practical examination measuring what was learned.
- To gather the necessary materials, teaching aids, and lesson plan before instruction begins.
Why: Step 2, Presentation, is the lecture or instructional portion of training, and its stated objective is to introduce students to the subject matter, explain why the topic matters, and build interest before any hands-on performance is expected. Performing a skill unsupervised describes step 3, Application, at its success point; administering an exam describes step 4, Evaluation; and gathering materials and writing a lesson plan describe step 1, Preparation, each a different stage of the same four-step sequence.
Question 24
For a complex, highly technical emergency, the text recommends using the democratic leadership style to size up the situation and build the incident action plan. Once execution of that plan begins, which leadership style does the text say the officer should typically shift to?
- Laissez-faire
- Country club
- AutocraticCorrect
- Servant
Why: The text explicitly states that once operations begin, the fire officer needs to assume the autocratic role to ensure safe execution, so choice C is correct. Laissez-faire leadership hands decision making to subordinates, which would undermine coordinated execution of a technical rescue plan. Country club leadership emphasizes personal feelings over task execution, not the tight coordination execution requires. Servant leadership is not the style the text names for this transition; it is a broader, follower-centered philosophy discussed separately. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Understanding Leadership and Management Theories, p. 118.
Question 25
For a scheduled mass gathering event planned jointly by local law enforcement, EMS, emergency management, and the Department of Homeland Security under the National Incident Management System, how often is the incident action plan (IAP) developed?
- Every 4 hours
- Every 12 hoursCorrect
- Every 24 hours
- Once, before the event begins
Why: The text specifically states that an incident action plan will be developed every 12 hours for a planned mass gathering event operating under NIMS. A single, one-time plan or a 4- or 24-hour cycle does not match the interval given in the source passage. Primary reference: Fire Officer: Principles and Practice (Jones & Bartlett/IAFC/NFPA, 4th Edition), Preincident Planning and Code Enforcement, p. 318.

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