June 2007 Analysis of Fire Rescue Emergency Services for Rockbridge County, VA Presented by: Patrick Simpson, Project Manager TriData, a Division of System.

June 2007

Analysis of Fire‑Rescue Analysis of Fire‑Rescue Emergency Services Emergency Services

for Rockbridge County, for Rockbridge County, VAVA

Presented by:Patrick Simpson, Project Manager

TriData, a Division of System Planning Corporation(703) 351-8300 • [email protected]

Scope of Study

• Management and Organization

• Operations

• Facilities, Apparatus, & Deployment

• Preventive and Support Services

• Strategic Plan

Management and Organization

• Structure– Currently individual districts– Proposed regional organization– Proposed single point of accountability– Creation of Fire/Rescue Commission– Divisions in Department of Emergency

Services

Management and Organization

• Communications

• Volunteer Recruitment & Retention

• Administrative Policies and Procedures

• Finance

Current Individual Districts

• Eleven Volunteer Fire Departments

• Six Rescue Squads

• Fire Association has no authority to set area wide policy

• Rockbridge Emergency Rescue Group also lacks authority to set area wide policy

• No area wide planning for Fire/Rescue

Proposed Regional Organization

• Create a Department of Fire/Rescue Services

• Appoint a Director of Emergency Services• Set duties and responsibilities of Director• Establish a Fire/Rescue Commission• Set duties and responsibilities of

Commission• Develop interlocal agreements with

jurisdictions for fire/rescue services

Single Point of Accountability

• Director reports to County Management

• Director develops overall policy and regional finance plan

• Director oversees 3 divisions in Regional Emergency Services Department– Emergency management & prevention– Operations & training– Support services

Fire/Rescue Commission

• Advisory group for the Director of Emergency Services

• Composed of Fire Chief of each volunteer department & Captain of each rescue department

• Official platform for fire/rescue issues

• Meets regularly with structured agenda

• Department of Emergency Services

Director

Fire/EMS Commission

Deputy Director Emergency Mgmt

& Prevention

Deputy Director Support Services

Deputy Director Operations &

Training

Director

Fire/EMS Commission

Deputy Director Emergency Mgmt

& Prevention

Deputy Director Support Services

Deputy Director Operations &

Training

Emergency Services Divisions

• Emergency Management and Prevention Division– Expanded role of current position– Adds public education– Adds code enforcement– Evaluates major risks in the area and

develops action plans

Emergency Services Divisions

• Operations and Training Division– Monitors all fire/rescue training– Standardizes training– Assists volunteers to standardize emergency

responses– Monitors apparatus, equipment, and stations

to maintain effective operations

Emergency Services Divisions

• Support Services Division– Supervises 911 Dispatch

• Monitors all radio systems• Maintains CAD system• Sets frequency allocations

– Oversees Information Technology• Incident reporting system• Computer needs• Grant assistance

Individual Departmental Structure

• Currently have variations in individual structures

• Standardization would improve efficiency at major operations

• Standardization would improve safety

• Standardization would provide NIMS and NFPA 1720 compliance for regional fire/rescue services

Organizational Communications

• Internal Communications– Standardize operational guidelines– Improve channels of communications

• External Communications– Lack of administrative interaction with

fire/rescue– Emergency services/administration distrust

Volunteer Recruitment & Retention

• Targeted Recruitment

• Cadet Program

• Retention problems

• Solutions– Administration involvement– Recruitment and retention committee– Incentives– Recognition

Policies and Procedures

• Difference between policies and by-laws

• Policies should be set at area level

• Bylaws are departmental function

Finance

• All financial recommendations, allocations, and reporting are a function of the Director

• Director and Fire/Rescue Commission assist departments with operational and capital financial planning

• User Fees– EMS billing– Special incident fees– Business registration– Outside funding resources

Operations

• Command Structure– NFPA 1720-4.1.1 specifies a single incident

command structure

• Emergency operations (fire)– Per hazard classification need at least 13 at

structure fires– Must comply with 29CFR1910.134 ( 2in-2out)– Establish a safety committee– Establish an ERZ system

Operations

• Emergency operation (EMS)– Develop time goals for BLS and ALS – Better Record Keeping– EMS policy and procedure development

should be a function of Director and Fire/Rescue Commission

– One Operational Medical Director to serve all agencies

– Need system wide quality assurance program

Operations

• Station location ( based upon GIS)– Current locations well placed with 2 gap areas

• Gap northeast of Lexington around I-81• Gap south of Lexington near I-81• Some concern for areas on west edge of county

and southeastern edge of county

Operations

• Response time analysis (CY 2003)– Call processing more than double NFPA

recommendations– Reflex time high

• Fire 8 minutes• EMS 12+ minutes

– Travel Times• Fire 8 minutes• EMS 9+ minutes

Operations

• Total Response Times– Fire 16 minutes @ 90%– EMS 20 minutes @ 90%

• Conclusions for response times– All areas are above standards– Some areas can be improved– Some areas are a product of rural

environment

Operations

• Mutual Aid agreements should be signed documents in Rockbridge area between emergency responders

• Swift water rescue is an essential function of emergency services and needs assistance to develop properly

Facilities, Apparatus,& Deployment

• Stations– Need to establish a CIP for stations– Stations are various states of repair from good to very

poor

• Apparatus– Director and Fire/Rescue Commission establish

replacement policy– Centralize repair and maintenance – Develop a system wide gear and equipment program

Preventive and Support Services

• Training– EMS training

• Provided by outside sources but travel is an issue• Current low demand for classes enhances training

problems

– Fire Training• Coordinated by Fire Chiefs Assn but no

coordination with departments• Need to centralize this task and enhance program

Preventive and Support Services

• Dispatch– 911 access is an issue( needs follow-up)– CAD system is inadequate and needs

enhancement– First due and response orders should be

approved by Director and Fire/rescue Commission

– Radio system should be evaluated by a professional firm

– Incorporate EMD into dispatching system

Preventive and Support Services

• Need a Fire Marshal and Deputy Fire Marshal

• Establish a fee schedule for permits

• Need a RMS for reporting

• An area risk assessment should be initiated

• Initiate “make the right call” program

Preventive and Support Services

• Need a NIMS compliance plan

• Establish a regional EOC that can function 24/7

• Joint services agreement is needed to coordinate emergency management

Strategic Plan

• Integrated Fire/Rescue operations plan– Create a fire/rescue services department– Create a position of director of fire/rescue services– Create a fire/rescue advisory commission– Standardize operations area wide– Establish performance benchmarks– Develop a budget and finance system– Begin an ongoing long range planning process

Strategic Plan

Strategic Planning Process

Mission and Vision Statement

Critical Issues Establish Objectives and Activities

Analysis

Goals

Feedback and Evaluation

Establish Objectives and Activities

Analysis

Goals

Feedback and Evaluation

Strategic Planning Process

Mission and Vision Statement

Critical Issues Establish Objectives and Activities

Analysis

Goals

Feedback and Evaluation

Establish Objectives and Activities

Analysis

Goals

Feedback and Evaluation

The Choice is Yours• The Rockbridge Area is at a crossroads when it comes to deciding the future of the

fire service. The choices are:• You can continue with the status quo that consists of a system of individual “fiefdoms”

where everyone works independent of the whole. This choice is the easiest and safest in that it creates no need for change which is always a difficult process to successfully enact.

• You can create a single fire/rescue department using the successes of other local municipalities in the nation as a guide. This choice will take a great deal of planning, commitment, and relationship-building between the elected officials and the independent volunteer fire/rescue departments that now protect the area.

• You can take pieces of the recommendations set forth and create a system that works best for the area and slowly build the future, or create your own system independent of any and all of the recommendations brought forth in this study.

• Whichever option is chosen, one thing is certain: the process will have its share of supporters and non-supporters who will have a great affect on the outcome of the decision. The leaders must always keep the mission of all fire/rescue services at the sharp point of this endeavor. That mission is simply to save lives and protect property, and to do what is right for Mrs. Smith.

Analysis of Fire/Rescue Emergency Services

• Questions and Discussion