BY PETER BRYAN

In today's difficult economic times, is it feasible for a fire inspection bureau to be self-supporting financially? Fire prevention bureau, new construction unit, fire safety control, or fire inspection services—most of these names describe the portion of our fire service organization responsible for such activities that include the following:

• new construction plans, renewals, and inspections;
• fire code inspections;
• fire prevention activities; and
• hazard occupancy permits and inspections.

Many activities handled by these functions are aimed at reducing injuries and losses and preventing deaths.

This article focuses on inspections related to the fire code. The information discussed is generic enough to apply to agencies using the International Fire Code; National Fire Protection Association (NFPA) 1, Fire Code; and other fire codes, but it does not apply to the NFPA Life Safety Code.

Those functions that are part of new construction/development programs (including and similar to building, planning, and engineering department) or "code-enforcement" inspections relating to the agency's municipal code or aimed at education activities preventing or reducing life loss, injuries, and property loss (generally called public education, public relations, and juvenile firesetter counseling) are not part of this article.

BEGINNING THE PROCESS

The agency or governing board/elected officials may have policies that include the following:

• A stipulation that fire code inspections must be conducted as well as the components of these inspections.
• The qualifications of the inspection personnel and the staffing requirements.
• If it has been determined that there should be a charge for the inspection, what level of cost recovery should the fee cover, and should it recover the agency's full costs for the program (employee salaries, overhead, and so on)?
• Should there be "discounted" rates for particular inspections, occupancies, or permit types?

After determining the political realities, discuss the proposed program with business organizations, the Chamber of Commerce, economic development agencies, the building industry, other internal departments, applicable labor units, and so on. You will need to gain consensus and community support if the program is to be successful. You will experience enough political reality issues without having serious objections from the business community and other interested stakeholders.

IMPLEMENTING A PROGRAM

Implementing fee-generating programs during these economic times will be extremely difficult. It will be necessary to demonstrate that the cost is reasonable. Not accomplishing these two facets can certainly doom the program.

Implementing inspections with cost-recovery or charges for services fees can take several forms or directions, such as in the following examples.

• Determine the type of inspections to be conducted. Fire codes generally define the type of occupancy or process requiring permits. State regulations often stipulate mandatory inspections. Occasionally, local agencies adopt their own legislation mandating certain inspections. Some agencies establish program goals or objectives; they differ from mandates and are more of a "desired standard" or "recommendation." A policy to inspect all commercial and multifamily residential occupancies is more complex to implement than a policy for inspecting only high-hazard occupancies. It may be more difficult to gain acceptance for inspecting all occupancies vs. inspecting only those requiring permits, depending on the community and the political realities.

• Determine the frequency of the inspections. This used to be more of a fire service "standard concept." Inspections of target or high hazards were done two to four times per year and light-hazard occupancies once a year. Many agencies seldom were appropriately staffed to meet these frequencies. Many agencies considered it effective and successful to conduct one inspection per year (reinspections were independent and in addition to the initial inspections).

• Determine the quality level, effectiveness, and cost efficiency of the inspection personnel. Whether to use company/shift personnel or specialized fire inspection personnel becomes a key question. Many agencies assign company personnel some inspection responsibilities. Few organizations assign no inspections to company personnel. Fewer agencies assign all their required inspection responsibilities to their company personnel. Agencies with frequent emergency incident responses and comprehensive and time-demanding training programs assign far fewer inspections to company personnel. The complexity of the occupancy types and of the related inspections also determine the inspection responsibilities.

• The number of initial inspections and reinspections personnel can complete varies according to the inspection complexity and the inspection personnel's capabilities and experience, as well as the community's attitude toward the inspections and willingness to make corrections in a timely manner. The number of inspections can vary greatly. Check with several other agencies or an experienced consulting firm with regard to the recommended number of inspections levels. Getting outside opinion and survey data is very helpful when talking to business organizations and the governing board.

• Determining the level of cost recovery or fees for service is the trickiest part of the process. If self-support is the goal, what cost will the various occupancy types accept when paying for services? Consider the occupants' ability to pay. Taking this extra step and being able to demonstrate your "business appreciation" and economic empathy can go a long way. If the inspection program is partially subsidized by the agency's "general fund," you are relieved of the burden of trying to make the program self-supporting. However, in today's economic conditions and with increasing demands for service, there is less likelihood of initiating an inspection program with any significant level of subsidy.

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