Summary of Comments from
Strategic Planning Forum

The Connecticut Fire Prevention Commission (CFPC) has initiated a strategic planning process. In an effort to generate from stakeholders in Connecticut’s fire service community, CFPC sponsored a series of public forums across the state in June. A total of six forums were held, taking place in Bethel, Cromwell and Norwich. In informal, facilitated discussions, participants were asked to respond to the following questions (as well as offering any other commentary they might choose):

How well is the Commission through its operating divisions (Training, Certification, Public Education, Fiscal Services) doing in meeting its mission?

What should we do better to serve our customers?

What are the critical challenges we need to address in the next five years?

What suggestions can you offer to help us meet these new challenges?

What other comments would you offer?

Written comments were also requested from interested parties addressing the same questions.

No effort was made during this information gathering process to prioritize among the ideas presented, a process the Commission and its staff will pursue in upcoming weeks as it proceeds with its strategic planning efforts. Responses generally fell into eleven broad categories.

1. Training and Certification Standards

2. Effective Communication

3. Concerns of the Volunteer Service

4. Delivery Methods for Training Services

5. Access to Training and Certification Services

6. Advocacy for Fire Services Priorities

7. Adequate Resources

8. Prevention Service and Public Education

9. Linkages with Emergency Medical Services

10. Organizational Models

11. Miscellaneous

Following is a summary of the observations offered during this public discussion process. No attempt is made herein to suggest priorities among these observations. Some of these comments are repetitive, the same or similar ideas having been raised more than once in several of the forums. They are included here as recorded on the flip charts at those sessions, and from the written commentary received.

Training and Certification Standards

- CFPC needs to maintain the high quality standards of its training programs. Challenge increasingly will be to attract sponsorship of and commitment to quality by local departments who are struggling with recruitment and retention problems.

- The topic of minimum training requirements for Firefighter I status is the focus of considerable debate presently within Connecticut’s fire service community, particularly with respect to the volunteer fire service.

- Training content needs to be matched up realistically with the actual jobs that need to be performed. There is work other than directly fighting fires that falls outside the activities of many firefighters. The question is the degree to which they need to be trained in those areas all at once. Why not a staggered certification?

- CFPC should maintain high, statewide standards with respect to the content and length of mandatory training.

- CFPC needs to maintain adherence to its traditionally high standards of training and certifications.

- Protecting current minimum training standards has an impact on recruitment efforts, impacts cost of providing the service, and bears on safety consequences for training participants.

- CFPC should maintain the same certification standards for volunteer and paid firefighters.

- The quality of training offered to volunteers needs to be brought closer to that offered paid firefighters, as a matter of safety. Options to accomplish this objective need to be explored.

- There are those who favor creation of a "rookie class" status as a standardized certification, at a level below the standards currently required for Firefighter I status.

- Consideration should be given to breaking down Firefighter I training into modules, as a method of encouraging recruitment and addressing the challenge of retention. It would be preferable if CFPC were to take a statewide approach to this challenge. In so doing it would be important to avoid lowering standards in a modular strategy.

- If it wants to, CFPC could develop an effective, entry-level, OSHA-compliant training regimen that would simultaneously satisfy basic safety standards and would also address problems encountered by the volunteer service.

- There is a misconception that Firefighter I and a 32 hour Operations course are required to meet OSHA’s standard for firefighters. This is not true, but if it is the only course offered by the State, small departments soon begin to require Firefighter I certification.

- Why not offer a course that hits all of the areas specifically needed to make new members safe interior firefighters? They do not need to know much of the information currently being taught. Subjects like fire prevention, inspection and investigations do not need to be taught in detail. Sprinklers and huge amounts of hose information never used in most departments can be taught later.

- Responsibility for setting standards and expectations for the quality of firefighters’ capabilities is a local responsibility, not one which CFPC or State should try to manage or mandate.

- Specialized courses that could be beneficial at the local level tend to be expensive. Perhaps CFPC should develop resources to help localities alleviate the costs of having key local people trained in critical topic areas.

- There needs to be uniformity of training standards and content among the programs offered at the various regional fire schools.

- Place the regional fire schools under CFPC, including funding, sharing of resources, and scheduling.

- CFPC needs to promote innovation and an environment that encourages non-traditional training methods and content, to reflect changing fire safety challenges and changing customer expectations.

- CFPC should streamline the challenge process for Firefighter I, recognizing the real-world/experiential qualifications of many candidates, as a way to accommodate individuals who have already been doing the job.

- Future CFPC-sponsored training should be designed to be consistent with emerging OSHA performance standard-based requirements. It is critical to seek and get meaningful OSHA input into any training strategy that emerges from this exercise.

- Training geared to meet OSHA standards is a saleable product, and an opportunity on which CFPC should capitalize.

- CFPC should consider establishing minimum qualifications/standards for chief officers in volunteer departments, to assure minimum level of proficiency.

- CFPC should explore new options for providing chief officer-level training, particularly in volunteer departments. There is a concern that officer-level training requirements are too challenging for many interested individuals who serve in volunteer departments. A CFPC consultant team should develop a "how to" manual for use at the local level.

- For those individuals who participate in but do not complete officer-level training, CFPC should consider developing some type of interim recognition benchmark, analogous to a CEU, as an incentive and recognition tactic.

- CFPC should consider development of high quality post-certification follow-up strategy, to insure that skills are maintained.

- CFPC should develop a strategy to promote and deliver periodic refresher training and certification, in the face of rapidly changing fire safety circumstances, changing technologies, etc.

- Availability of course offerings should more closely reflect actual market/customer demand. Expand certain courses, ditch others, based on marketability.

Effective Communication

- General need for improved communications between CFPC and local departments, and between the fire service and other key audiences. Need strategy to build greater understanding of and support for the fire service.

- Need broad general strategy for ongoing campaign to promote effectively the "message" of the fire service. In ways comparable to the success law enforcement has enjoyed in getting its message out and its concerns recognized.

- Need to recognize that effective communication is a two-way street. CFPC needs to listen better to the feedback and input it receives from the field, and factor it into its decision-making processes.

- CFPC should create a forum through which to generate regular, continuous feedback on priority matters from key audiences, particularly from local chiefs. As a way to hear concerns, share ideas, consider suggestions for improvement, etc.

- Publish regular newsletter and distribute to local fire stations. Explore internet options as method to communicate more effectively with local firefighters.

- Mail course/class offerings directly to firefighters’ homes as well as to fire stations, and promote e-mail strategies to encourage access to information at home.

- Put training/instructional information more effectively into on-line/e-mail methods, capitalizing on Connecticut’s relatively advanced status in distance learning capability. As supplement to, not replacement for, traditional communications methods.

- The Certification unit might consider looking into utilizing the internet for cognitive skill testing on-line. This could save thousands of hours of CFPC staff time going out to run tests.

- Need statewide marketing strategy for CFPC’s efforts and the fire service generally. Place greater emphasis on information technology/on-line/e-mail methods.

- Need clarification concerning what information is most useful and necessary to be included in outreach/newsletter offerings. Concentrate on getting the essential information out.

- Concern about timeliness of getting course information out to local departments in such a way that everyone has equal opportunity to register for classes. Might consider putting designated number of slots on hold to insure equity of access.

- E-mail communications on course notices and enrollment instructions from CFPC often delete the referenced attachments, resulting in incomplete information available to local users.

- Consider using Connecticut Conference of Municipalities (CCM) as a vehicle to communicate CFPC’s expectations to local departments. Around such issues as training and certification requirements, etc.

- Consider regular proactive scheduling regular interactions between CFPC’s Training Coordinator and local training officers, to explore and develop effective training delivery options to suit the local department’s needs. A way to conduct consistent outreach to local departments, develop key personal relationships, and learn and explore alternative ways of doing things.

- CFPC should play a clearinghouse role to coordinate multi-discipline training opportunities. Produce and distribute a master calendar of opportunities, including those available outside CFPC’s offerings. Give local level greater degree of predictability/advance notice about significant training opportunities.

- Need to promote more effective coordination of effort between CFPC administration and its instructors/faculty.

- Develop message/theme capable of marketing/selling value of participating in the fire service in the face of rapid changes to the actual work of the fire service. Less opportunity to perform fire suppression is becoming a disincentive to many prospective firefighters.

- Do periodic inventory of audio-visual library materials and provide outreach on availability.

- CFPC should post and distribute pricing information about different training options, as useful information to assist local chiefs’ budget-making efforts.

Concerns of the Volunteer Service

- Addressing effectively the challenges to the volunteer services is the most critical issue confronting the fire service in Connecticut.

- An effort needs to be made to finalize volunteer recruiting and retention studies, then develop "tools" for local departments to use.

- Volunteer service is under serious stress in terms of its ability to recruit and retain sufficient numbers of committee individuals.

- CFPC generally needs to make its policies more sensitive to the particular needs, priorities and circumstances of the volunteer service, given the significance that volunteers play in fire prevention and suppression in Connecticut. This is a particular concern in the northwest quadrant of the state. It is important from a strategic planning perspective to recognize and plan around the legitimate differences between the volunteer and professional fire services.

- The Commission and Academy appear to place much of their efforts toward career departments and volunteer departments appear to be taking a back seat. More attention to the "volunteer problem" must be given or fire protection throughout a large portion of the state is going to be reduced.

- Need to differentiate between the training needs of the professional fire services and their urban orientation, and those of the volunteer services with their suburban/rural orientation.

- The Academy should author a course for new volunteer members that will teach them to be good, safe interior firefighters with operational level hazmat training at a reduced number of hours. One of our problems in retaining members is the huge number of training hours they must attend, especially during their first year.

- It would be useful to do demographic analysis of who is participating in training today, as an objective base of information. Extend analysis to prospective participants, to explore their interests. As a way to get objective information from which to build strategies. Could be used to market-test strategies with (potential) customers.

- The length of time currently required to satisfy Firefighter I status is a significant disincentive to recruitment and retention.

- Impact of geographic distance from and travel time to training courses available only at the Academy is disincentive to many prospective participants. Adds too much time to the commitment.

- Changing lifestyles and family commitments present genuine challenge to volunteer services. To sustain volunteer model, creative restructuring models need to be developed and explored.

- Increasing public apathy, cynicism and reduced levels of participation in voluntary activities are facts of contemporary life, not exclusive to the fire service. Nevertheless, they are strategic realities which must be addressed realistically and thoughtfully.

- Contemporary lifestyle demands place enormous strain on voluntarism across the board, not just in the fire service. In response, training needs to be made more accessible to (prospective) participants.

- Particular problem with individuals in mid-20’s and older, homeowners, due to time requirements of current training programs. Increasingly challenging to sustain participation as candidate pool gets older.

- Consideration should be given to modification of the content and focus of training programs to accommodate the realities of rural communities -- where volunteer services predominate -- and rural suppression circumstances. Too much course content focuses on technical issues that do not reflect the realities of rural situations. Too few individuals advancing beyond Firefighter I status.

- CFPC should consider offering a course on the changing nature of the volunteer fire service in Connecticut, as an educational tool to better inform prospective candidates.

- CFPC should recognize that a modular approach to Firefighter I training is a practical option to support volunteer recruitment and retention efforts.

- Clear expectations and realities need to be set out early for recruits. Local departments need to explore a range of incentives and methods to recruit and retain successfully. Effective, committed local management is needed to make this happen. Strategies to be explored include: promoting community service options with high school students; focusing initiatives ion younger members; finding ways to reimburse individuals for the social costs of time they must commit to training; developing and providing appropriate financial incentives; maintaining strong, direct personal/individual contact with volunteers as the most effective recruitment tactic.

- CFPC needs to become more visible and accessible to volunteer departments. At least half of their monthly meetings should be in the evening and spread throughout the state so more volunteers can attend. they have to make a better effort at publicizing their meetings and take more input from departments, career and volunteer, throughout the state. They are not listening to what is needed.

Delivery Methods for Training Services

- CFPC should acknowledge its achievements and accomplishments, and retain and expand those services that have proven effective, with a continuing emphasis on quality.

- Make training offerings faster and more stimulating for participants. An effective marketing perspective would focus on distinction between what is necessary training and what is popular training. CFPC should focus its efforts in growing those offerings that are most popular, well-delivered, and essential for the trainee.

- CFPC needs to maintain an attitude of openness and capacity to change its methods and tools at the Academy, as changing circumstances may warrant.

- Efforts need to be made to streamline training delivery. This would help local firefighters get quality instruction as close to home as possible.

- Review possible options available through ASTD and other state-of-the-art training service providers for alternative methods of delivering cost-effective, quality training to the fire service in Connecticut.

- Explore cost-effective processes through which to deliver entry-level exams at the local level. Examples supported include: the "Massachusetts model"; methods employed by Connecticut Law Enforcement Council; Capital Region Council of Governments’ approach. Same approach should be explored with respect to administration of promotional exams. CFPC’s role should be to provide appropriate technical assistance to local departments.

- Explore more collaborative, inter-agency training opportunities, particularly cross-over opportunities between fire service and law enforcement/police services.

- Need to develop support system strategies directed at trainees to encourage receptivity to training, follow-through on training efforts, and retention in fire service. CFPC needs to develop its own strategies to do this, as complement to related local efforts.

- Need to develop policy and up-front procedures to address learning disabilities in test-taking/certification situations. Build alternative routes for otherwise capable individuals to qualify for Firefighter I status.

- CFPC’s role with respect to administration of exams should be that of "sponsor", helping with the search for appropriate materials and providing quality assurance of the process.

- CFPC should pursue formal integration of its programs with degree-granting programs offered through institutions of higher education. Both associate and bachelor level degree connections are feasible and should be considered.

- CFPC needs to formalize a plan for progression of students into technical colleges and other institutions of higher education once they have attained certain levels of certification.

- Periodic refresher training needs to be developed for and provided to all levels of the fire service, for individuals whose skills and knowledge will otherwise, inevitably, get stale.

- CFPC should explore technology-based methods for suppressing fires. Although fewer incidents these days, they may well be more severe. Analogize with military’s increasing use of technology to prevent/suppress incidents.

- CFPC should review effectiveness of current methods used to assess instructor quality.

- CFPC needs to expand its facility to accommodate additional vehicle, gear and equipment storage needs at the Academy. Also could use larger auditorium to accommodate larger class sizes.

- Support practical student comfort (physical) at the Fire Academy, i.e., permit students to hydrate during the June fire school, etc.

Access to Training and Certification Services

- Geographic access to training varies greatly across the state, to the significant disadvantage of some areas and departments.

- Providing more courses/training offerings at the local level will increase participation rates.

- In general, more emphasis needs to be placed on promoting flexibility in providing access to training opportunities. New, rapidly changing circumstances require new strategies.

- More training opportunities need to be made more easily available to more students, closer to home and on more flexible "off hours" schedules, to accommodate lifestyle demands.

- Promote equitable treatment in terms of access to crucial courses in all geographic areas of the state, particularly in western portion of Connecticut. Do better job of taking training -- physically -- to the customers, in more convenient locations, sponsored by CFPC.

- The fire school should consider reaching out to the small departments of the state with in-service training, possibly looking into mobile training props on new topics (live fire; confined space; foam, etc.). The internet needs to be utilized more for training on-line during evenings for volunteers who have access.

- CFPC needs to consider taking certification services out to the volunteer departments. Use as a way to provide visible recognition of attainment, as inducement top participate.

- Different audiences for training in different regions across the state require appropriately tailored delivery strategies. CFPC needs to acknowledge and respond to differing regional needs.

- In some manner, the regional fire schools need to be brought into this process of strategic thinking, in conjunction with CFPC’s efforts. This process should incorporate increased contact with all of the schools statewide to explore available options for coordination and collaboration.

- Regional fire schools are uneven in their utility to local departments. Accessibility to their services needs to be increased. CFPC’s role in providing oversight and direction should be enhanced. There needs to be higher degree of accountability for making the regional schools effective.

- Regional fire school physical plants need to be upgraded to include environmentally safe live fire training and classrooms that are comfortable and have education in mind. Upgrading should include reviewing each school’s physical plant, both classroom and live training, parking and equipment.

- There is perception outside of Hartford County that the Fire Academy is a Hartford County-focused enterprise, serving that region as its priority. Moving the June Fire School to New Haven seen as positive step in breaking that widely-held perception.

- Officer-level training also should be provided at the local level, to enhance higher participation rates.

- Specifically, the New Haven regional fire school should be better maintained, physically.

Advocacy for Fire Services Priorities

- There is a general perception that fire service has lost its political clout at the state level in Connecticut.

- The fire service community is largely dormant when it comes to political involvement. It needs to be activated on behalf of its priorities.

- Fire service community in general needs a better organized, focused legislative advocacy strategy.

- CFPC should think through options intended to engage the fire service community politically, and devise appropriate strategies to pursue chosen options.

- CFPC needs to play leadership role in educating entire fire service community about its priorities and effective political advocacy for those priorities.

- CFPC needs to build linkages between state and local-level supporters of the fire service to advocate politically for CFPC’s priorities. CFPC has an appropriate role as the "cheerleader" for this agenda.

- Given its status as an administrative agency of state government, it is important to recognize the practical limits of CFPC’s advocacy options, and plan accordingly.

- Existing local networks need to be used more effectively to advocate for support and resources at the local level, impacting the decisions of municipal governments.

- CFPC member organizations need to coordinate their efforts more effectively on an advocacy agenda. Joint Council is seen as one way to do this.

- CFPC should take leadership role in organizing Connecticut’s response to potential resources available from passage of $5 billion federal fire legislation. CFPC should help to map out an appropriate state-level response, and also should help to organize appropriate planning at the local level.

- The fire service community needs to increase its visibility and presence on a consistent basis at the State Capitol and with legislators.

- CFPC should utilize more effectively its linkages with CCM to advocate at the municipal level for resources and support at the State Capitol.

Adequate Resources

- In general, CFPC does not have adequate resources to address strategic priorities, however these ultimately get defined. It is important to develop adequate resources for CFPC to be able to meet its mission and pursue identified priorities.

- Need to explore broadly alternative potential funding sources for the fire services in Connecticut.

- CFPC should play aggressive role in searching for and developing necessary resources to support its training mission. Consider collaborative efforts with other training entities, such as ASTD, in this regard.

- The time demands of researching and pursuing grants and outside funding need to be recognized before any commitments are made to pursue this option. Consideration should be given to a full-time position to carry out this function.

- Consider more effective use of CFPC’s constituent organizations to identify potential grant opportunities, matched with specific strategic priorities. Use network of constituent organizations more effectively to respond to grant opportunities.

- CFPC needs to build into its program structure a focus on grant research and proposal writing, to pursue specific funding opportunities, particularly if the federal fire bill passes.

- State should provide sufficient funding to fully support necessary training initiatives for local firefighters. Current level of state support is inadequate to get the job done.

- Municipal governments need to be better educated to provide support to local fire districts. Fire prevention education is one area where towns should make a significant contribution, in light of long-term potential benefits to the community.

- Municipalities must be willing to pay for necessary fire services, directly and indirectly. Solid local financial support is critical, directly supporting fire services. Other financial supports -- such as subsidies for child care for volunteer firefighters, etc. -- also need to be explored and promoted.

- CFPC should undertake a comprehensive analysis of what resources are needed to support and sustain a network of effective regional fire schools.

- Need to focus on potential opportunity for resources presented by outcome of the tobacco settlement and use of cigarette tax dollars. Proactive opportunity for CFPC to explore.

Prevention Services and Public Education

- Emphasize public education about prevention as a critical function to be performed by CFPC. In the face of decreasing number of fire incidents, the prevention story needs to get told, to help protect the base of the fire service community in Connecticut. Increasing competition for limited resources means the prevention story needs to get out as the product of an effective public education program.

- A major effort needs to be put into fire prevention education, given its proven effectiveness in reducing fires, deaths and injuries. Ideas include: eliminating the cost of the house trailer to promote usage; get another trailer if necessary; reinstate the yearly Public Education Conference; research fire reports (NFIRS) for the entire state; develop PSAs for high fire incidents.

- Explore new partnerships in public education arena to leverage opportunities to get the message out to key audiences. Without creative education partnerships, prevention services will struggle to attract needed resources in "competition" with suppression functions. Need to develop user friendly information packets for easy comprehension by local audiences.

- Need to expand delivery of fire prevention message in non-traditional ways to a broader audience. Increase frequency of outreach efforts. Educate public about what the fire service is, what it does, what firefighters really do, etc.

- How can an office of one (1) at CFPC handle the amount of work that is really required to answer the amount of requests for help in the areas of public fire safety education and juvenile fire setting issues, as well as keeping up with the changes going on in these fields? We need to work on making this office into a key area within CFPC.

- Add more trailers to increase delivery of fire prevention message.

- Need strategy to develop resources to keep theater on wheels operational and on the road.

- Include topic of public education concerning fire service and fire prevention in Firefighter I training, recognizing variable interests and capabilities of different individuals. Promote interest in prevention education among those firefighters who are good at it. Build on individual strengths. Specialize where feasible.

- Acknowledge that the quality of fire code enforcement is a success story that has contributed significantly to reduction in fire incidents, thus suggesting an increased emphasis on fire prevention focus.

- Public education efforts should strategically target youth audiences as the top priority in delivering messages about both prevention and career/volunteer opportunities in the fire service.

Linkages with Emergency Medical Services

- Opportunity exists for CFPC to play major new role with respect to providing statewide/state-level oversight of training and certification of EMS functions. Utilizing existing capacity and infrastructure within CFPC and at the Academy. Opportunity to consolidate cost-effectively activities that are too scattered at present.

- Emerging opportunity to pursue some real improvements in the quality of EMS services through improved training.

- Coordination of current training activities with EMS/EMT training is natural, logical fit. CFPC should develop proactive strategy to pursue this option, which, if done well, could offer major potential benefits to local firefighters.

- By its nature, EMS focus has significant public education dimension. CFPC should take lead in providing state-level guidance and technical assistance to developing a comprehensive EMS strategy, linked closely to existing prevention-related efforts. Builds naturally on existing fire service infrastructure.

- CFPC should consider seriously bringing connection with EMS and related issues under its mission.

- Uniform protocols statewide for EMS training and certification present future opportunity for the fire service, with CFPC in leadership role.

Organizational Models

- CFPC should take lead in exploration/promotion of different organizational configurations for delivery of fire services at the local level. Should there be an entity (CFPC?) with statutory mandate to address challenges confronting the volunteer service, from a state-level perspective?

- CFPC needs to take on the role of "model builder", the facilitator/artist of the changing fire service delivery paradigm. How is Connecticut going to provide quality services in an era of increasing pressure on the volunteer fire service? What are the consolidation options? How does this dialogue occur?

- As part of this exercise, CFPC should generate a "wish list" of where local fire services in Connecticut ought to be five years out, including the specific standards and goals to which local departments should aspire.

- Regional/inter-municipal strategies of service delivery will become increasingly significant and visible in many areas of government service in future years. Same is likely to be true with respect to the fire service. It is important for CFPC to recognize this trend and stimulate and guide a focused dialogue within the fire service community about the implications of this changing reality.

- CFPC should lead efforts to explore local consortium models. CRCOG’s purchasing strategy is one example worth reviewing.

- CFPC should act as lead coordinating entity for training strategies within each region of the state, promoting effective cooperation for training services within each region, reflecting each region’s priorities, resources, capabilities, etc.


- CFPC should act more affirmatively as the glue to pull together the various interests and agendas of the different constituencies within the fire service community.

- CFPC needs to take stock of the landscape of potential future opportunities to develop a frame for consideration of an accurate sense of its mission and future direction. This "environmental" analysis needs to be fact-based, to support realistic planning.

- The excellence of CFPC’s efforts to pursue its mission successfully should be recognized, particularly in light of significant resource limitations.

- The basis for conducting this strategic planning exercise should be a precise, fact-based analysis of Connecticut’s experience regarding fire-related injuries and loss. This creates an objective baseline from which to assess the impact of training and consider CFPC’s appropriate role(s).

- Objective analysis should include comparison of Connecticut’s training efforts with those of other states. Analysis should include comparison of different training models across the various states.

- CFPC needs to review its strategic priorities and strategies on regular basis, monitor the efforts and priorities of related agencies within state government, and proceed accordingly. CFPC’s efforts need to be understood in the context of state government organization in which CFPC is located.

- Strategic/business planning needs to be an ongoing feature of CFPC’s work.

- It is central to CFPC’s mission to educate and energize its various constituencies to support its efforts.

- Mission of CFPC should include responsibility of developing leadership within the fire service community, a leadership cadre to promote the interests of the fire service on a sustained basis.

- CFPC’s mission should be broadly stated, leaving the practical determination of what it means at the local level to be determined by local departments.

- CFPC needs to encompass broad notion of "emergencies" within its mission, to extend focus beyond concentration on fire-related incidents.

- CFPC should play statewide registrar function by maintaining and providing up to date information on the certification/credentials status of each individual. Master data base.

- CFPC should be an advocate for use of federal fire bill funding in Connecticut to support anti-terrorist training. Need to develop strategy to overcome problem confronting Connecticut’s absence of counties, since the federal bill’s proposed funding formula is tied to county-level allocations.

- CFPC needs to anticipate/prepare for unusual potential emergencies, such as terrorism events. Needs to be done on statewide scale, for situations that could easily exceed local capacities.

- Consideration should be given to amending state statute authorizing CFPC to include term limits for commissioners. Counter-view is that constituent organizations should continue to make their own decisions concerning their representation on CFPC.

- CFPC needs to clarify discrepancy on fees for use of Kids Fire Safety House. Why the increase from $125 to $300 per day?

Any comments on the above information please email Jeff Morrissette at