Virginia Fire Services Board
A Report of Findings
and
Recommendations:
City of Manassas
Fire & EMS Study
February 2011
Contents REPORT AUTHORS.................................................................................................................................2
ACKNOWLEDGMENT .............................................................................................................................2
EXECUTIVE SUMMARY...........................................................................................................................3
THEME 1: ORGANIZATIONAL DEVELOPMENT (PAGE 13)......................................................................................... 3
THEME 2: BUDGET AND CENTRAL PURCHASING (PAGE 17)..................................................................................... 4
THEME 3: PERSONNEL (PAGE 19) ...................................................................................................................... 4
THEME 4: TRAINING (PAGE 22)......................................................................................................................... 5
THEME 5: SERVICE DELIVERY (PAGE 24) ............................................................................................................. 5
METHODOLOGY ....................................................................................................................................6
PHASE I: INITIATE PROJECT........................................................................................................................ 6
PHASE II: OBTAIN STAKEHOLDER INPUT.................................................................................................... 6
PHASE III: PREPARE ANALYSES AND DEVELOP CORE STRATEGIES ............................................................. 7
PHASE IV: PREPARE FINAL REPORT............................................................................................................ 8
CITY DEMOGRAPHIC INFORMATION ......................................................................................................9
FINDINGS AND RECOMMENDATIONS .................................................................................................. 11
THEME 1: ORGANIZATIONAL DEVELOPMENT ...................................................................................................... 13
THEME 2: BUDGET AND CENTRAL PURCHASING .................................................................................................. 17
THEME 3: PERSONNEL ................................................................................................................................... 19
THEME 4: TRAINING...................................................................................................................................... 22
THEME 5: SERVICE DELIVERY .......................................................................................................................... 24
REFERENCES ........................................................................................................................................ 27
APPENDIXES........................................................................................................................................ 29
CITY OF MANASSAS LETTER OF REQUEST ........................................................................................................... 30
CITY OF MANASSAS TRAINING SUMMARY FOR FY2005 TO FY2010 ...................................................................... 32
CITY OF MANASSAS ‐ VIRGINIA FIRE INCIDENT REPORTING SYSTEM SUMMARY ......................................................... 34
MANASSAS ‐ 2010 NEEDS ASSESSMENT SUMMARY STATISTICS ............................................................................. 35
PRESENTATION OF THE TECHNICAL SUB‐COMMITTEE FOR UNIFIED TRAINING AND UNIFIED RANK ................................ 36
SERVICE DELIVERY MODEL – COMPILATION OF ANSWERS ..................................................................................... 61
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 1 of 67 Report Authors Study Committee Members Virginia Fire Services Board Kenneth Brown Virginia State Firefighters Association Virginia Department of Health – Office of Emergency Medical Services Andrew Daniel OEMS Program Representative Virginia Department of Fire Programs Thomas Berry Division Chief Matthew C. Smith Policy and Communications Analyst Acknowledgment The Virginia Fire Services Board (VFSB) would like to extend thanks to the following organizations for their contributions to this report: City of Manassas Administration & City Council Manassas Volunteer Fire Company Greater Manassas Volunteer Rescue Squad Manassas Fire and Rescue Department Manassas Police Department Dispatch Prince William County – Office of Public Safety Communications Virginia Department of Fire Programs Virginia Department of Health – Office of Emergency Medical Services The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 2 of 67 Executive Summary This report documents the findings and recommendations for the City of Manassas Fire and Emergency Medical Service (EMS) Study. The information contained is not to be construed as legal advice or as a binding recommendation. However, it is intended to provide guidance for the City of Manassas Administration and Fire and EMS service stakeholders to build on what is working within the City while observing opportunities for improvement. It is believed that strategic focus on these areas will enhance the overall quality and coordination of Fire and EMS service delivery to the communities served. The study committee, comprised of Virginia Fire Services Board (VFSB), Virginia Department of Fire Programs (VDFP), Virginia Department of Forestry (DOF) and Virginia Office of Emergency Medical Services (OEMS) representatives, was requested by the City of Manassas Administration to review several areas of responsibility within the City’s Fire and Rescue System. The areas outlined were Organizational Structure, Responsibility, and Authorities; Budget and Central Purchasing; Personnel and Training; Fleet Design and Management; and Operations. 1 In addition, the Committee was tasked with reviewing the City’s consolidated dispatch and communications with Prince William County’s Office of Public Safety Communications. This report documents the findings and recommendations of the study committee. The study findings are formulated into five working themes, to include:  Theme 1: Organizational Development  Theme 2: Budget and Central Purchasing  Theme 3: Personnel  Theme 4: Training  Theme 5: Service Delivery Working themes provide a central focus for prioritizing study recommendations. They serve as a guide for the review committee to identify and evaluate measures that ultimately will improve the quality and coordination of fire and EMS services within the City of Manassas. In the foregoing report, an examination of findings and recommendations will be discussed. Below is a high‐level summary of the findings: Theme 1: Organizational Development (page 13)  Communications – The study committee recommends that the Fire Rescue System hire station captains to enhance continuity and communication between the three career shifts and the volunteers. The study committee recommends 1
City of Manassas Letter of Request, July 31, 2010, Appendix A. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 3 of 67 that the Manassas Fire Rescue Department, Manassas Volunteer Fire Company and the Greater Manassas Volunteer Rescue Squad have informational meetings aside from the Fire Rescue Committee to discuss issues and initiatives of the Fire Rescue System. 
Unified Coordination – The study committee recommends that the City further clarify and adjust the responsibilities of the Chief of the Manassas Fire Rescue Department and the Fire Rescue Committee, that the Fire Rescue System’s Admin Command Staff develop system Standard Operating Procedures (SOPs), that the Fire Rescue System convert to a single Emergency Medical Services (EMS) license, and that the Fire Rescue System continually reexamine operations to ensure equal and quality service to the citizens of Manassas. 
Strategic Planning – The study committee recommends that the Fire Rescue System’s Admin Command Staff develop a Strategic Plan with input from citizens, volunteers and career personnel, utilizing data from the Virginia Fire Incident Reporting System (VFIRS) and the Virginia Pre‐Hospital Information Bridge (VPHIB). In addition, the study committee recommends that the Fire Rescue System Strategic Plan include a unified mission and vision with input from the above mentioned parts and contain measureable goals. Theme 2: Budget and Central Purchasing (page 17)  City Funding and Accountability Practices – The study committee recommends that the Fire Rescue System create an accountability plan for the use of City and Revenue Recovery funds and communicates it to the public and Fire Rescue System members. In addition, the study committee recommends several grant opportunities available to the Fire Rescue System. 
Capital Improvement Fund – The study committee recommends the Fire Rescue System conduct an annual needs assessments of the System and allocate funds on a needs basis and develop a Capital Improvement Fund for the Fire Rescue System. 
Central Purchasing Program – The study committee recommends the Fire Rescue System continue to transition to a central purchasing program, especially for items such as fuel, insurance, Personal Protective Equipment (PPE), Self‐
Contained Breathing Apparatus (SCBA) and other equipment as deemed appropriate. Theme 3: Personnel (page 19)  Recruitment & Retention – The study committee recommends that the City hire a Recruitment and Retention Coordinator to assist the volunteer and career personnel and help the Fire Rescue System address recruitment and retention issues. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 4 of 67 
Staffing – The study committee recommends that the Fire Rescue System evaluate service expectations and develop a priority minimum staffing plan for the fire and EMS services in the City of Manassas. In addition, the study committee recommends that the Fire Rescue System utilize mixed crews to enhance service and hire a Training and Logistics Coordinators. 
Accountability – The study committee recommends that the City designate the Chief of the Manassas Fire Rescue Department as the central person responsible for and accountable for the Manassas Fire Rescue System with the advice and direction of the Fire Rescue System’s Admin Command Staff. Theme 4: Training (page 22)  Coordinated Training Program – The study committee recommends that the Fire Rescue System work to develop a coordinated training plan. 
Training Standards – The study committee recommends that the Fire Rescue System implement the Unified Training and Uniform Rank Standards proposed by the Technical Subcommittee of the Fire Rescue Committee. 
Continuity of Leadership – The study committee recommends that the Fire Rescue System develop leadership training for their members to continue to grow the leadership within the system. Theme 5: Service Delivery (page 24)  Operations – The study committee recommends that the Fire Rescue System embrace the operational authority; transform the Fire Rescue Committee to a Fire Rescue System Admin Command Staff; and embrace the blending of crews at the Fire and Rescue stations. 
Coverage Areas – The study committee recommends that the Fire Rescue System continue to work with Prince William County’s Office of Public Safety Communications on dispatch of response areas; review coverage and response utilizing NFPA 1710 and 1720; and consider the need for a third station. 
Fleet Design and Management – The study committee recommends that the City and Fire Rescue System create a Capital Improvement Program (CIP) with a Critical Priority List of fleet; that the Fire Rescue System continue discussions on it Service Delivery Model; and start developing specifications for future apparatus replacement, refurbishment and maintenance. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 5 of 67 Methodology For each task of the work plan, we identified objectives, specific activities to be performed, and project products to be delivered. Immediately following are the major study steps: PHASE I: INITIATE PROJECT Objectives: Initiation of Study: To initiate the study, the Committee began by gaining a comprehensive understanding of the project’s background, goals, and expectations. This was carried out by identifying in detail the specific objectives for the review, and assessing how well this work plan would accomplish the objectives. In addition, the Committee set out to establish a mutually agreed‐upon project work plan, time line, deliverables, and monitoring procedures that would support the accomplishment of all project objectives. The final study initiation step consisted of collecting and reviewing existing operational data, information agreements, relevant policies and procedures, and any prior studies, audits, or reports. Many of these review materials are included in the appendix of this study. As part of phase I, the Committee met with City and department management to establish working relationships, make logistical arrangements, and determine communication lines. In each of these meetings, the Committee discussed the objectives of the project and identified policy issues and concerns central to the study. The meetings also allowed the Committee to obtain pertinent reports and background materials relevant to the review, such as organizational charts and current and historical staffing data as well as a description of the current service delivery system, and organization. Based on this course of action, the Committee concluded this section of the study with a revised project work plan/timeline deliverable. PHASE II: OBTAIN STAKEHOLDER INPUT Objectives: Conduct Leadership Interviews & Capture Input from the Departments: The second phase of the study consisted of leadership interviews and department evaluations. The expectations developed for this section of the study work plan were as follows: 1. Identify expected service levels; 2. Identify opinions of department officials, concerning the operations and performance of the department; 3. Town hall Meeting with locality; The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 6 of 67 4. Identify issues and concerns of officials regarding Fire and EMS services; 5. Identify perceived gaps in existing service levels and new priorities in mission; 6. Identify strengths and weaknesses as perceived by departmental personnel. Each of these goals was realized through close work with the City of Manassas study project manager, Chief Michael Wood, Manassas Fire Rescue Department. Support from this individual assisted the Committee in finalizing the interview list and establishing an interview schedule that was reasonable but more importantly, convenient for the interviewees. Hence, all interviews were conducted within the allotted time with a favorable amount of data being collected. Face‐to‐face interviews were conducted with each volunteer Chief and President, the Vice Mayor, the Fire Rescue Committee Chairman, the City Manager, City and Prince William County Office of Public Safety Communications personnel, various members of the Manassas Fire Rescue Department and a town hall meeting. The Committee received descriptions of staffing and deployment responses in meeting service demands at targeted service levels. The discussions also provided a snapshot of personnel management contentions as well as concerns regarding Fire and EMS delivery. It is also important to note that the Committee toured all of the fire and EMS stations in the City in an effort to supplement their research of the City’s organizational functioning. Combined data from the face‐to‐face interviews, site visits and supporting background materials relevant to the review provided the Committee a clear understanding of the organizational structures and fire and EMS service delivery in the City of Manassas. Additionally, operational limitations and opportunities for improvement within the City of Manassas were developed from the aforementioned modes of research, thus providing a framework for the report component of the study. The deliverable for this section of the study work plan consisted of thoroughly analyzed interview responses/data, and the development of working themes to capture the Committee’s evaluation. PHASE III: PREPARE ANALYSES AND DEVELOP CORE STRATEGIES Objectives: Evaluate Current Trends, Services, Issues, and Costs Objective: Prepare a Report and Plan: The third phase of the study work plan involved further investigation and understanding of the organizational structures, operations, limitations, achievements, and opportunities for improvement within the volunteer system. The activities that supported this process consisted of additional requests for information not already obtained in phase I of the work plan. Data requests made in this phase of the study The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 7 of 67 attempted to address any issues that emerged from the interviews, and further evaluated financial implications in reference to operational issues cited. The data obtained during the study process also assisted the group in identifying issues influencing the current levels of service. After receiving and critically evaluating information from the interviews and all supporting materials, the Committee began preparing a plan that identified the critical action steps to achieve sound organizational functioning and uniform service levels throughout the City of Manassas. Each action step was selected to identify the changes in policies, facilities, apparatus, and equipment to ensure that the department would be capable of providing Fire and EMS services at the desired level going forward. The deliverables achieved in phase III involved a draft report component that evaluated current trends in the services being provided and recommended action steps needed, to include the specific action required, and the assignment of responsibility. PHASE IV: PREPARE FINAL REPORT Objectives: Prepare and Present Final Report: The final phase of the study involved documenting the results of all previous tasks into a written report with critical components, such as an executive summary, methodology, background, and findings and recommendations. Once completed, a draft report will be shared with the designated project manager to ensure the content is accurate. Upon receiving corrections, the Committee will revise the draft report, as needed to assist in the preparation and issuance of the final report. The deliverables for the final phase of the work plan consist of 1) a draft report, and 2) the final report. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 8 of 67 City Demographic Information The City of Manassas is a historic urban city that prides itself on a small town feel and is located in the highly urban and developed Northern region of Virginia. Manassas is located in the heart of one of the world's largest economies and offers access to all major markets by interstate roadways, air, and rail.2 The City boosts a wide variety of arts and historic attractions and educational opportunities, a city‐owned regional airport and is intersected with two major rail lines. Old Town Manassas is the heart of the City, hosting a variety of shopping, dining and tourist venues as well as the City government.3 In addition, Manassas is a historic stop for all American Civil War historians and enthusiast to visit the Battle of First Manassas (Bull Run) and is celebrating the battle’s sesquicentennial this summer.4 The 9 square miles that comprise the City contain approximately 3,538.3 persons per square mile in 2000 and is an urban environment. 5 The City has a diverse community6 with a base population of 35,135 in 2000 and an estimated population estimate 36,638 (4.43 percent increase) in 2006. 7 Two volunteer and one career organization providing the fire and EMS services to the City. The current service organizations are as follows: Organizations: Manassas Volunteer Fire Company (MVFC) Greater Manassas Volunteer Rescue Squad (GMVRS) Manassas Fire Rescue Department (MFRD)
Manassas Volunteer Fire Company and Manassas Fire Rescue Department are responsible for fire suppression and provide an array of emergency services to the community. They include, but are not limited to, light rescue, hazardous materials, and other non‐emergency activities. 2
Manassas Economic Development Department, Our Advantages, http://www.manassascity.org/index.aspx?NID=94
3
Experience Old Town Manassas, http://www.visitmanassas.org/ 4
Manassas Civil War Commemorative Event, http://www.manassascivilwar.org/home.aspx
5
U.S. Census Bureau, City of Manassas QuickFacts, http://quickfacts.census.gov/qfd/states/51/5148952.html 6
Manassas Key Demographics Report, pages 2‐3, http://www.manassascity.org/DocumentView.aspx?DID=3493 7
U.S. Census Bureau, City of Manassas QuickFacts, http://quickfacts.census.gov/qfd/states/51/5148952.html The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 9 of 67 Greater Manassas Volunteer Rescue Squad, Manassas Fire Rescue Department, and Manassas Volunteer Fire Company are responsible for providing Emergency Medical Services within the City at varying levels, which include:  Emergency Medical First Responder,  Basic life support (BLS), and  Advanced life support (ALS) EMS ambulance services. Greater Manassas Volunteer Rescue Squad and Manassas Fire Rescue Department provides heavy rescue services in addition to the aforementioned services. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 10 of 67 Findings and Recommendations This section provides a summary of the four themes arising from the study. The summary is based on areas of concern that were repeatedly cited in the face‐to‐face interviews and observed during the Committee’s site visits. Following this section is an in‐depth examination of each theme, to include findings and recommendations. Theme 1: Organizational Development  Communications  Unified Coordination  Strategic Planning Theme 2: Budget and Central Purchasing  City Funding and Accountability Practices  Capital Improvement Fund  Central Purchasing Program Theme 3: Personnel  Recruitment & Retention  Staffing  Accountability Theme 4: Training  Coordinated Training Program  Training Standards  Continuity of Leadership Theme 5: Service Delivery  Operations  Coverage Areas  Fleet Design and Management It is recommended that the Fire Rescue System utilize the National Fire Prevention Association (NFPA) 1710 and 1720 Standards as a guidance document and resource to address several of the findings identified in this report. 1. The 2010 edition of NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments addresses the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by all career fire departments. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 11 of 67 2. The 2010 edition of NFPA 1720: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments addresses the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by all volunteer fire departments. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 12 of 67 Theme 1: Organizational Development In order to realize success with the below mentioned recommendations and any other attempts at coordinating and improving the overall system, it is recommended that internal organizational development strategies be considered. The recommendations will serve to stimulate the Manassas Fire Rescue System’s organizational cohesiveness, innovation, and effectiveness while guiding the inevitable change that will occur as you strengthen your fire suppression and EMS capacity. Stated herein are findings for the theme of Organizational Development, which include Communications, Unified Coordination, and Strategic Planning. For each of these elements, findings and recommendations are provided. Communications: One major concern identified was that of organizational communications. This issue is linked to the lack of informational meetings and relationships between the fire and EMS organizations to discuss and work on initiatives and issues affecting the fire and EMS services in the City. The fire and EMS organizations showed a need for more cross‐
organizational communication and a desire to be working as “one house, one unit, and one go.” During interviews with the fire and EMS organizations, there was a consistent desire to regain the Station Captain position. This position was seen as playing a vital role in maintaining consistency between the rotating career shifts and providing them direct supervision as well as enhancing the cross‐organizational communication with the volunteer fire and EMS organizations. Recommendations: 1. It is recommended that the City hire station captains to provide direct supervision of the rotating career shifts and lieutenants and serve as a direct intermediary with the volunteer fire and EMS organizations. 2. It is recommended that the fire and EMS organizations establish informational meetings separate from the Fire and Rescue Committee to develop personal relationships between the career leadership and the Chiefs and Presidents of the volunteer organizations as well as discuss initiatives and issues affecting the fire and rescue system in the City of Manassas. Unified Coordination: One of the boundaries faced by the Manassas Fire Rescue System is the unified coordination of its emergency services. The City created a Fire and Rescue Committee “to assist in policy development and to provide oversight for the administration and The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 13 of 67 coordination of fire and rescue services in the City.”8 However, through review of the Minutes of the Fire and Rescue Committee and through interviews with the fire and EMS organizations, little has been accomplished in terms of the duties of the Committee as outlined in Section 60‐6, Subsection (c) of the Manassas Code of Ordinances. This seems to negatively affect the moral of the fire and EMS organizations, as they are all deeply committed to assuring adequate public safety, health and welfare of the citizens of the City of Manassas. Additionally, there was confusion among the fire and EMS organizations on the authority of the Chief of the Fire and Rescue Department in terms of the operational control and administrative control. Recommendations: 1. It is recommended that the City revise the Code of Ordinances for the City of Manassas to further clarify that the Chief of the Fire and Rescue Department is responsible for the coordination of the Manassas Fire and Rescue System (the System or Fire Rescue System). a. The Fire and Rescue Committee should become a policy body and serve as the Fire Rescue System’s Administrative Command Staff and provide advice and direction to the Chief of the Manassas Fire Rescue Department. 2. It is recommended that the City direct the Admin Command Staff to develop the SOPs for the Fire Rescue System and that the SOPs be approved and signed by the Chiefs of all organizations within the System. a. The Fire Rescue System should take advantage of pre‐existing resources on the development of SOPs for Fire and EMS organizations such as the United States Fire Administration’s (USFA) guide on developing SOPs, http://www.usfa.dhs.gov/downloads/pdf/publications/fa‐197.pdf, and current organizational SOPs. 3. It is recommended that the Fire Rescue System move to a single EMS license instead of three, to consolidate efforts towards a true combination system as well as providing a clear point of contact and chain of command. 4. This study should be used as a starting point for continuously reexamining and developing the most efficient and effective fire and rescue system to meet the community needs. 8
City of Manassas, Ordinance #O‐2010‐14, Section 60‐6. Fire and Rescue Committee. http://library.municode.com/index.aspx?clientId=10932&stateId=46&stateName=Virginia The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 14 of 67 Strategic Planning: During the site visit, it was identified that increased coordination is needed between the volunteer and career organizations. Operationally, this presents several concerns and barriers towards accomplishing a homogeneous, high quality level of service sought by the City and its citizens. This organizational challenge can be attributed to the Fire Rescue System’s lack of unified mission statement and strategic plan. Strategic planning must become institutionalized as an integral part of fire department operations and community resource allocations. A strategic plan will provide the Fire Rescue System and City a basis for long‐term operational planning and will serve as a framework for services.9 Recommendations: 1. It is recommended that the Fire Rescue System develop a strategic plan for fire and rescue operations to increase performance levels and service delivery. a. Residents, personnel from the volunteer and career organizations, Fire Marshal and members of the Admin Command Staff should each play an integral part in the development of this strategic plan in order to meet expectations and foster commitment. b. An evaluation of current resources and response capabilities should be completed as well. 2. In developing its strategic plan, the Fire Rescue System should strengthen its fire incident analysis and reporting. It is important that Manassas timely and accurately report to the Virginia Fire Incident Reporting System (VFIRS) and the Virginia Pre‐Hospital Information Bridge (VPHIB). a. Without reliable data, the City of Manassas cannot appropriately develop a plan to address its needs. b. By analyzing the incident data, information on the frequency of call types, the causes of fires, the amount of loss from fires can easily be identified to help develop appropriate fire prevention plans. 3. The City stakeholders should develop a unified vision and mission statement for fire and rescue system throughout the City. a. This vision statement will provide the Fire Rescue System and City a broad, aspirational image of the future. b. A unified mission statement will ensure the Fire Rescue System is collectively moving forward to improve its service delivery. 9
Leading the Transition in Volunteer and Combination Fire Departments, November 2005 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 15 of 67 c. Many volunteers are concerned that the career department will take control of all fire and rescue operations and demand unobtainable changes, which will lead to total control and the elimination of volunteers, specifically increased training demands and loss of funding. The inclusion of the volunteers in the development process of a vision statement is critical. d. The Fire Rescue System’s Admin Command Staff needs to develop a planning process, which will achieve a joint vision and mission. 4. The Fire Rescue System should establish a system of measurable goals. The strategic plan should identify immediate, intermediate and long‐range goals with target deadlines. Goals should be quantifiable, consistent, realistic and achievable.10 10
Leading the Transition in Volunteer and Combination Fire Departments, November 2005 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 16 of 67 Theme 2: Budget and Central Purchasing The City of Manassas provides funding to the Manassas Fire Rescue Department, Manassas Volunteer Fire Company, and the Greater Manassas Volunteer Rescue Squad through multiple revenue streams. However, current economic conditions are tight; citizens and elected officials expect fiscal responsibility and cost savings. Below are several recommendations to help the Fire Rescue System improve their financial coordination while reaping the benefits of a collaborative Capital Improvement Fund and Central Purchasing Program. Recommendations: 1. It is recommended that additional capital funding should be allocated based upon the priorities set through the completion of a yearly citywide needs assessment of the fire and EMS services. 2. It is recommended that an accountability plan be developed for use of City funds and revenue recovery funds plan that is communicated to citizens and members of the Fire Rescue System. a. By creating an accountability and communications plan for funding usage, the fire and EMS organizations will have a standardized protocol for accepting purchases and communicating the use of funds. 3. It is recommend that Fire Rescue System funding be distributed on a “needs based” approach based on quantitative data. 4. It is recommended that the Fire Rescue System continue the transition to centralized purchasing. a. It is recommended that the Fire Rescue System’s Admin Command Staff or subgroup start developing specifications for equipment replacement and central purchase activity areas. b. It is recommended that the Fire Rescue System’s Admin Command Staff or subgroup develop a listing of centrally purchased activity areas, it is suggested to include the following activities: i. Fuel – ensures all departments are paying the same price and reaping the same cost savings. ii. PPE/SCBA – Personal Protective Equipment (PPE)11 or turnout gear and Self Contained Breathing Apparatus (SCBA)12 that meet National Fire Protection Association (NFPA) standards. 11
NFPA 1971: Standard on Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting NFPA 1981: Standard on Open‐Circuit Self‐Contained Breathing Apparatus (SCBA) for Emergency Services
12
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 17 of 67 iii. Aging Equipment – The Fire Rescue System should survey each department to determine if equipment commonalities exist. In essence, this would be a formal, system‐wide capital improvement program (CIP) for all department response vehicles. The CIP will support the Fire Rescue System in strategically planning for the routine maintenance and replacement of aging ambulance and fire apparatus. iv. Additionally, the Fire Rescue System should assess the ability of jointly purchasing other items not connected to the corporate activities of the volunteer organizations such as station supplies and building maintenance. v. This should not be construed to suggest that autonomy should be taken away from the volunteer organizations to provide and purchase items that assist in their corporate activity to include but not all inclusive of: member welfare, recruitment and retention, association dues, commissary funds or other activities that are deemed to be the responsibility or fiduciary responsibilities of the volunteer corporations. 5. It is recommended that the Fire Rescue System research and consider the availability of all federal, state and private grant programs, to include: i. The Department of Forestry’s Volunteer Fire Assistance (VFA) grants: http://www.dof.virginia.gov/fire/index‐vfa.shtml ii. The Department of Forestry’s Firewise Virginia Community Hazard Mitigation grants : http://www.dof.virginia.gov/fire/index‐
mitigation.shtml iii. The Federal Emergency Management Agency’s Assistance to Firefighter Grant (AFG) programs: http://www.firegrantsupport.com/content/html/afg/ iv. The Virginia Department of Health‐Office of Emergency Medical Services’ Rescue Squad Assistance Fund (RSAF) Grants: http://www.vdh.state.va.us/OEMS/Grants/index.htm v. The grant programs offered by the Virginia Fire Services Board (VFSB) through the Virginia Department of Fire Programs (VDFP).13 vi. Various private grant programs.14 13
A listing of available VFSB is available online, http://www.vafire.com/grants_local_aid/index.htm A wide variety of Fire and EMS grants can be found on http://www.grants.gov/ http://www.firegrantshelp.com/nvfc/ and http://www.emsgrantshelp.com/ 14
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 18 of 67 Theme 3: Personnel In terms of personnel, the City of Manassas’ fire and EMS organizations face several obstacles. The largest is the recruitment and retention of personnel. The volunteer organizations have struggled in the past with staffing, but have recently received an influx of volunteers. The career organization has experienced turnover of staff going to other departments and most recently faced the retirement of several tenured employees. In addition, staffing and experience levels of the career and volunteer crews have been in flux. Operationally, this presents several concerns and barriers towards accomplishing a homogeneous, high quality level of service throughout the City. It is important that the City and Fire Rescue System commit to recruiting and retaining quality volunteer and career personnel and the volunteers and career personnel are treated equally and fairly in the Fire Rescue System. Below are recommendations for three (3) findings found to have the most impact on this issue: Recruitment & Retention, Staffing, and Accountability. Recruitment & Retention: There are several issues that affect the ability to successfully recruit and/or retain volunteers and career personnel, which are beyond the scope of this study. An increase in calls for service combined with the economic times has caused fewer individuals to volunteer. The lack of a formal career ladder has also affected the ability of the career department to retain personnel. The turnover among career personnel also negatively affects the relationships between the fire and EMS organizations as well as creating additional costs to recruit new personnel. Recommendations: 1. It is also recommended that the City hire a Recruitment and Retention Coordinator position whose focus should be to support the existing volunteers through information sharing and assisting all Fire Rescue System organizations with the recruitment of prospective volunteer members or employees. This position, in coordination with a system wide initiative to improve marketing of the existing emergency services and incentives and should help improve relationships between the fire and EMS organizations. a. This program should also take into consideration the needs of current volunteers and identify motivational factors to keep this population engaged and committed to the fire and EMS service. This should also include some level of incentives that are consistent across the system. (i) The Fire Rescue System’s Admin Command Staff should consider benchmarking with both volunteer and combination departments The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 19 of 67 to develop ideas for incentives that support volunteer retention efforts. b. It is also critical to note that there have been recruitment and retention programs in the past, but no information is available to reference the effective or ineffective parts of these programs. Therefore, the Recruitment and Retention Coordinator should work with the volunteers to develop an ongoing process to attract, mentor and evaluate successes or failures for such recruitment and retention programs in order to focus on those programs, which are successful in attracting and keeping volunteers. c. This program should also evaluate those factors that are affecting the retention of career fire and EMS personnel and seek solutions to mitigate those factors. 2. In addition, the City and Fire Rescue System should take advantage of pre‐existing recruitment and retention information. Resources may be downloaded at the following locations: (i) EMS ‐ http://www.vdh.state.va.us/OEMS/Recruitment_Retention/index.htm (ii) BecomeEMS.org ‐ http://www.becomeems.org/ (iii) Fire/Volunteer (Guide) ‐ http://www.nvfc.org/resources/rr/retention‐recruitment‐
guide/ (iv) Fire/Volunteer (Video) ‐ http://www.nvfc.org/files/documents/Retention‐and‐
Recruitment‐Volunteer‐Fire‐Emergency‐Services.wmv. (v) 2004 JLARC Report. “Review of EMS in Virginia” Part III of the report; Recruitment, Retention and Training of EMS Providers (Page 55) – http://leg2.state.va.us/dls/h&sdocs.nsf/4d54200d7e28716385256ec1004f3130/87c75a
c37063994d85256ec500553c41?OpenDocument
Staffing: The fire and EMS organizations provide a valuable service to the City of Manassas. There is cooperation between the fire and EMS organizations; however, consistent staffing is not always available, due to leave, training or other circumstances, or economically feasibility. Priority staffing and the mixing of career and volunteer crews needs to be examined among other things to provide the quickest, most economical and most reliable service to the citizens of the City. Recommendations: 1. It is recommended that the Fire Rescue System’s Admin Command Staff evaluate service expectations within the City and develop a priority minimum staffing plan based on call volume and quantitative data that accounts for both fire and EMS staffing (volunteer and career) and critical services. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 20 of 67 2. It is recommended that the Fire Rescue System implement blended volunteer and career crews to ensure the best protection is provided to the City’s citizens and providing growth opportunities to those involved. 3. It is recommended that the City hire a Training Coordinator and Logistics Coordinator to work with the Fire Rescue System to coordinate training, centralized purchasing and logistical support. 4. It is recommended that the City review and update the job descriptions of all personnel within the Manassas Fire Rescue Department to ensure duties are appropriately distributed and that those functions that are deemed critical are adequately staffed. 5. It is recommended that the Fire Rescue System fully utilize its current Fire Corps program, as Fire Corps members can assist with tasks deemed appropriate, to include administrative duties, marketing, public life safety education or station maintenance. Accountability: Accountability is reduced by the lack of definitive oversight. The current system relies on the Fire Rescue Committee to provide oversight and accountability for the delivery of service, personnel and budgetary management separately. However, the Fire Rescue Committee has produced little in terms of accountability or planning to improve the fire and EMS services in the City of Manassas. Recommendations: As stated in other sections of this study there needs to be a single source of coordination and oversight. It is believed, that the Chief of the Manassas Fire Rescue Department should handle this responsibility with the assistance of the Fire Rescue System’s Admin Command Staff. 1. It is recommended that the City Council designate the career Fire Rescue Chief’s position as the central person responsible for the supervision and operational authority for all fire and EMS issues in the City. a) This will provide a unified command structure and accountability system for the Fire Rescue System in the City of Manassas (i.e. an organizational chart). 2. The Fire Rescue Chief’s position needs to ensure that all companies are working as one. It is recommended and critical that the City create and transform the Fire Rescue Committee into the aforementioned Fire Rescue System’s Administrative Command Staff to assist with the development policies and procedures and collaborate with career personnel to improve the system. Collaboration will help to develop ownership and accountability within the combination system and create transparency.15
15
Leading the Transition in Volunteer and Combination Fire Departments, November 2005. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 21 of 67 Theme 4: Training Training and continuity are closely joined in that solid basic training will foster strong, continued cooperation within the Fire Rescue System. In order to realize success with the below mentioned recommendations and any other attempts at coordinating and improving service delivery, it is recommended that internal organizational development strategies be considered. These recommendations will serve to stimulate the Fire Rescue System’s organizational cohesiveness, innovation, and effectiveness. Below are findings and recommendations for the following areas: Coordinated Training Program, Training Standards and Continuity of Leadership. Coordinated Training Program: The fire and EMS organizations in the City of Manassas work hard to ensure training is offered that is needed and relevant to their organizations. However, coordination is necessary to achieve a greater number of training offerings and associated cost savings opportunities. Better coordination and increased offerings could also assist recruitment and retention efforts of the City’s fire and EMS organizations. Recommendations: 1. As previously mentioned, it is recommended that the City hire a Training Coordinator to work with the Fire Rescue System to coordinate training. 2. It is recommended that a subgroup or working group be formed within the Fire Rescue System’s Admin Command Staff to work with the Training Coordinator to coordinate the System’s fire and EMS related training. Training Standards: There is a lack of common training standards for membership and officers of the different fire and EMS organizations that provide services to the City of Manassas. However, volunteer and career members of the Fire Rescue System have worked to develop common minimum training standards and ranks. Recommendation: 1. It is recommended that the Fire Rescue System’s Admin Command Staff implement the Unified Training and Uniform Rank recommendations that the like named Technical Subcommittee of volunteer and career members presented to the Fire Rescue Committee in July of 2010. See appendix for a copy of the presentation. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 22 of 67 Continuity of Leadership: The Fire Rescue System should focus on developing a continuity of leadership program that focuses on training and mentoring future leaders within the system. Recommendation: 1. It is recommended that a program be developed that illustrates to members the value of leadership and interpersonal relationship skills. 2. It is recommended that the Fire Rescue System offer leadership training that focuses on growing new leadership within the system. a. Leadership training should be offered as an ongoing long‐term project. b. The Fire Rescue System should develop a focus group led by a trained facilitator, to determine how this can be accomplished and successfully implemented. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 23 of 67 Theme 5: Service Delivery The fire and EMS services in the City of Manassas have slowly evolved as the City has developed and grown along with the region. The City of Manassas and its citizens are proud of their volunteer organizations. In the late 1970’s and early 1980’s the City began to supplement is volunteers with a few career personnel. As the City has evolved and volunteerism waned, the City gradually increased the career personnel until 2008 when the Manassas Fire Rescue Department was created. The Manassas Fire Rescue Department now provides a 24/7 rescue and fire crew at each station with an additional day shift. The Manassas Volunteer Fire Company and the Greater Manassas Volunteer Rescue Squad supplement the career personnel with crews that boost coverage on nights, weekends, and holidays. Fire and rescue services are provided to the citizens through two centrally located stations. However, the Fire Rescue System faces continuous community development and growth and is hampered by aging apparatus and equipment. These recommendations will serve to stimulate the Fire Rescue System’s organizational cohesiveness, innovation, and effectiveness while guiding the inevitable change that will occur as you strengthen your fire suppression and EMS capacity. Below are findings and recommendations for the following areas: Operations, Response Districts, and Fleet Design and Management. Operations: The fire and EMS organizations in the City of Manassas work well together during fire ground operations. However, additional growth opportunities exist for the cohesion and efficiency of the Fire Rescue System. Recommendations: 1. It is recommended that all organizations embrace the Chief of the Manassas Fire Rescue Department as the operational authority in the Fire Rescue System. a. Additionally, through the transformation of the Fire Rescue Committee into the Fire Rescue System’s Admin Command Staff and by providing advice and direction to the Chief the Manassas Fire Rescue System will increase its organization cohesion. b. This should not be construed to imply that the Fire Rescue Chief has control over the corporate activities of the volunteer organizations. 2. It is recommended that the Fire Rescue System embrace the blending of crews to ensure that equal and adequate coverage is provided to the citizens, no matter which unit responds to the call. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 24 of 67 3. It is recommended that the Fire Marshal be given equivalent rank as Assistant Chief of the Fire Rescue System with operational authority and full law enforcement duties and responsibilities. a. This would create potential career advancement opportunities for firefighters and the Deputy Fire Marshal. b. Additionally, the fire marshals should be considered for coverage under the Enhanced Benefits for Political Subdivision Employees in Hazardous Duty Positions (VRS).16 Coverage Areas: The City of Manassas consolidated its Fire and EMS dispatch with the Prince William County Office of Public Safety Communications and has seen improvements in its dispatching. Prince William County uses a box alarm protocol of the closest unit being dispatched to an incident, which has increased the call volumes of the Manassas Fire Rescue System. Additionally, there has been a proposed third station in the southwesterly portion of the City of Manassas for some time. Preliminary maps show this would alleviate the current 11 minute response time to the airport and decrease the response times in the area. It is important for the Fire Rescue System to continually evaluate its services and ensure that all citizens receive the same level of service. Recommendation: 1. It is recommended that the Fire Rescue System continue to work with Prince William County’s Office of Public Safety Communications to review, evaluate and update dispatch protocols and procedures as it pertains to the response of System and unit utilization. 2. It is recommended that the Fire Rescue System’s Admin Command Staff continuously review its services and utilizing the NFPA 171017 and 172018 Standards as a stretch goal for the system. 3. It is recommended that the City and Fire Rescue System examine the feasibility of opening a third station, with fire and rescue services provided by the System with blended crews, in their strategic planning process. 4. It is then recommended that the Fire Rescue System’s Admin Command Staff investigate the possible consolidation of the other separate fire and rescue stations to a single station with blended crews to achieve a homogenous, high quality and equal service for all citizens in the City of Manassas and create a true combination Fire Rescue System. 16
VRS, http://www.varetire.org/Employers/Plan1‐Benefits/DefinedBenefit/Index.asp#hazardous‐duty‐
positions 17
NFPA 1710, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1710 18
NFPA 1720, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1720
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 25 of 67 Fleet Design and Management: The City of Manassas’ Fire Rescue System has endeavored to consolidate and coordinate its fleet design and management within the system. This process is not without hurdles when trying to determine the type and number of apparatus necessary to deliver cost effective and efficient fire and EMS services. It is beyond the scope of this study to specify fleet design and management; however, several suggestions are available to guide the Fire Rescue System’s Admin Command Staff in the process. Recommendation: 1. It is recommended that the Fire Rescue System survey each department to determine if equipment commonalities exist. In essence, this would be a formal, system‐wide capital improvement program (CIP) for all department response vehicles. The CIP will support the Fire Rescue System in strategically planning for the routine maintenance and replacement of aging ambulance and fire apparatus. a. The Fire Rescue System’s Admin Command Staff should develop a Critical Priority List, to determine which apparatus are in need of replacement first, using NFPA 1911 – Standard for Inspection, Maintenance, Testing and Retirement of In‐Service Automotive Fire Apparatus 19 i. Through site visit interviews, it was noted that the aerial apparatus was indentified as a priority for immediate replacement. b. The Fire Rescue System’s Admin Command Staff should utilize the Service Delivery Model – Compilation of Answers from the May 24, 2010 meeting of the Fire Rescue Committee as a starting point to discuss and determine the number and type of apparatus necessary for the Manassas Fire Rescue System. See Appendix for a copy. 2. It is recommended that the Fire Rescue System’s Admin Command Staff or subgroup start developing a System specification for future apparatus purchase (considering the use of dual service apparatus and the cost effectiveness of regional contracts), refurbishment and replacement using the following standards. a. NFPA 1901 ‐ Standard for Automotive Fire Apparatus 20 b. NFPA 1911 – Standard for Inspection, Maintenance, Testing and Retirement of In‐Service Automotive Fire Apparatus 21 c. NFPA 1912 – Standard for Fire Apparatus Refurbishing 22 d. NFPA 1914 – Standard for Testing Fire Department Aerial Devices 23 e. Proposed NFPA 1917 – Standard for Automotive Ambulances 24 19
NFPA 1911, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1911
NFPA 1901, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1901 21
NFPA 1911, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1911
22
NFPA 1912, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1912 23
NFPA 1914, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1914 24
NFPA 1917, http://www.nfpa.org/AboutTheCodes/AboutTheCodes.asp?DocNum=1917
20
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 26 of 67 References Federal Emergency Management Agency: United States Fire Administration. (1999) Guide to Developing Effective Standard Operating Procedures For Fire and EMS Departments. Retrieved on Tuesday, December 21, 2010 from http://www.usfa.dhs.gov/downloads/pdf/publications/fa‐197.pdf International Fire Chiefs Association: Volunteer and Combination Officers Section. (2004) Preserving and Improving the Future of the Volunteer Fire Service. Retrieved on Wednesday, December 22, 2010 from http://www.iafc.org/associations/4685/files/VCOS_Blue_Ribbon_Report.pdf National Fire Protection Association (NFPA). (2010). NFPA 1710: Standard for the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire departments (2010 Edition). Retrieved on Friday, January 7, 2011 from http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1710 National Fire Protection Association (NFPA). (2010). NFPA 1720: Standard for the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by volunteer fire departments (2010 Edition). Retrieved on Friday, January 7, 2011 from http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1720 National Volunteer Fire Council and United States Fire Administration. (2007) Retention and Recruitment Guide ‐ NVFC and USFA release comprehensive guide to retention and recruitment (2nd Edition). Retrieved on Thursday, January 6, 2011 from http://www.nvfc.org/resources/rr/retention‐recruitment‐guide/ National Volunteer Fire Council. (2009) Recruitment and Retention Video ‐ Retention and recruitment in the volunteer fire and emergency services. Retrieved on Friday, January 7, 2011 from http://www.nvfc.org/files/documents/Retention‐
and‐Recruitment‐Volunteer‐Fire‐Emergency‐Services.wmv U.S. Census Bureau, Virginia Employment Commission page 8 of 38 at http://www.alex.vec.virginia.gov/lmi/pdfs/communityprofiles/??.pdf Virginia Department of Health – Office of Emergency Medical Services (OEMS). (2009) EMS Recruitment and Retention ‐ EMS recruitment directory and workforce retention project. Retrieved on Tuesday, December 21, 2010 from http://www.vdh.state.va.us/OEMS/Recruitment_Retention/index.htm The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 27 of 67 Virginia Fire Services Board. (2009). Fire and Emergency Medical Services self‐
assessment questions. Virginia Department of Fire Programs: Richmond, VA. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 28 of 67 Appendixes City of Manassas Letter of Request – 31 July 2010. City of Manassas Training Summary for FY2005 to FY2010. City of Manassas Virginia Fire Incident Reporting System Report & Needs Assessment Summary. Presentation of the Technical Sub‐Committee for Unified Training and Unified Rank Service Delivery Model – Compilation of Answers The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 29 of 67 City of Manassas Letter of Request The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 30 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 31 of 67 City of Manassas Training Summary for FY2005 to FY2010 Course ADJUNCT INSTRUCTOR ‐ EMPLOYMENT PROCESS ADJUNCT INSTRUCTOR IN‐SERVICE TRAINING Airport Rescue Fire Fighting NFPA 1003‐10 ARFF ‐ GENERAL AVIATION 16 HOUR (STRUCTURAL) BASIC PUMP OPERATIONS ‐ 16‐HOUR TRAINING PROGRAM CFFI ‐ MODULE 2 CFFI MODULE 1 COMMAND AND GENERAL STAFF FUNCTIONS ‐ PRACTICAL EVOLUTIONS CONFINED SPACE RESCUE AWARENESS (4 HOURS) CONFINED SPACE RESCUE TECHNICIAN ‐ NFPA 1006‐03 CONFINED SPACE RESCUE TECHNICIAN ‐ NFPA 1006‐03 CREW LEADER DRIVER/OPERATOR AERIAL ‐ T‐T‐T ‐ NON‐TRACTOR DRAWN APPARATUS DRIVER/OPERATOR PUMPER ‐ T‐T‐T DRIVER/OPERATOR‐AERIAL COMPLETE COURSE DRIVER/PUMP OPERATOR COMPLETE COURSE EMERGENCY VEHICLE OPERATION ‐ CLASS 1 EMERGENCY VEHICLE OPERATION ‐ CLASS 2 EMERGENCY VEHICLE OPERATION ‐ CLASS 3 ENVIRONMENTAL CRIMES EVOC ‐ Train‐the‐Trainer FARM MACHINERY EXTRICATION FIRE INSPECTOR I & II ‐ (NFPA 1031‐03) FIRE INSPECTOR IN‐SERVICE TRAINING FIRE INSTRUCTOR I ‐ UPGRADE NFPA 1041‐02 FIRE INSTRUCTOR I (NFPA 1041‐02) ‐ "TRAIN‐THE‐TRAINER" Fire Instructor I Certification Course NFPA 1041‐97 FIRE INSTRUCTOR II ‐ UPGRADE NFPA 1041‐02 FIRE INSTRUCTOR II CERTIFICATION COURSE NFPA 1041‐02 FIRE INSTRUCTOR III NFPA‐1041‐07 FIRE INSTRUCTOR III/IV ‐ UPDATE NFPA 1041‐02 FIRE INVESTIGATOR ‐ (NFPA 1033‐03) FIRE INVESTIGATOR "IN‐SERVICE" TRAINING FIRE OFFICER II ‐ NFPA 1021‐02 Fire Officer III ‐ NFPA 1021‐82 FIRE SERVICE TRAINING ‐ AIRCRAFT LIVE FIRE TRNG Firefighter I ‐ NFPA 1001‐97 FIREFIGHTER I AND II T‐T‐T FIREFIGHTER II ‐ NFPA 1001‐08 H‐465/ICS 300 ‐INTERMEDIATE ICS FOR EXPANDING INCIDENTS H‐467/ICS 400 ‐ ADVANCED ICS FOR CGS & MACS OPS 1ST RESPONDERS HAZARDOUS MATERIALS AWARENESS NFPA 472‐02 Hazardous Materials Operations NFPA 472‐97 Students 3 45 87 30 1 1 1 2 2 18 2 4 1 10 44 75 21 105 123 2 9 1 8 94 20 3 92 3 40 3 2 4 44 68 24 13 120 36 86 12 5 27 104 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 32 of 67 HAZARDOUS MATERIALS OPERATIONS ‐ T‐T‐T I‐200 ‐ ICS FOR SINGLE RESOURCES & INITIAL ACTION INCIDENTS INCIDENT MANAGEMENT SYSTEM IS‐100 ‐‐ ON‐LINE INTRODUCTION TO INCIDENT COMMAND SYSTEMS (ICS) IS‐700 ‐ NATIONAL INCIDENT MANAGEMENT SYSTEM INTRODUCTION IS‐800 ‐ NATIONAL RESPONSE PLAN TRAINING COURSE L. P GAS EMERGENCIES L. P GAS EMERGENCIES (16‐HOURS) MAYDAY FIREFIGHTER DOWN! TRAIN‐THE‐TRAINER MAYDAY! FIREFIGHTER DOWN! "TRAIN‐THE‐TRAINER" MAYDAY, FIREFIGHTER DOWN 16‐HOUR PROGRAM N.F.A. ‐ PREPARATION FOR INITIAL COMPANY OPERATION (PICO) N.F.A. ‐ STRATEGY AND TACTICS FOR INITIAL COMPANY OPERATIONS N.F.A. BUILDING CONSTRUCTION ‐ COMBUSTIBLE N.F.A. HEALTH AND SAFETY OFFICER (HSO) N.F.A. INCIDENT COMMAND SYSTEM N.F.A. INCIDENT SAFETY OFFICER (ISO) NFA ‐ JUVENILE FIRESETTER I NFPA 1403 AWARENESS NFPA 1403 COMPLIANCE OFFICER OFFICER DEVELOPMENT SEMINAR Public Fire and Life Safety Educator ‐ Level 1 PUBLIC SAFETY & LIFE SAFETY EDUCATOR II (NFPA‐1035) ROPE RESCUE AWARENESS (4 HOURS) ROPE RESCUE I ROPE RESCUE OPERATIONS ‐ PHASE 2 ROPE RESCUE TECHNICIAN ‐ NFPA 1006‐03 Rural Water Supply 16‐Hour Training Program TRENCH RESCUE ‐ AWARENESS & OPERATIONS TRENCH RESCUE AWARENESS TRENCH RESCUE AWARENESS TRENCH RESCUE TECHNICIAN ‐ NFPA 1006‐03 TRUCK COMPANY OPERATIONS VEHICLE RESCUE ‐ "TRAIN‐THE‐TRAINER" VEHICLE RESCUE AWARENESS AND OPERATIONS VEHICLE RESCUE AWARENESS AND OPERATIONS VEHICLE RESCUE TECHNICIAN ‐ NFPA 1006‐03 WATER RESCUE AWARENESS 6 1 96 1 6 1 12 7 6 2 84 2 10 1 1 12 16 1 26 2 11 4 1 5 62 26 12 10 4 1 1 2 2 2 31 1 14 1 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 33 of 67 City of Manassas ‐ Virginia Fire Incident Reporting System Summary City of Manassas Fire Departments Manassas Fire Rescue Department Manassas Volunteer Fire Company Virginia Fire Incident Reporting System Statistics 2006‐2010 Item 2006 2007 2008 2009 2010 2006‐2010 Number of Reporting FDs Reporting Period 1† 1† 1† 1† 1† Jan ‐ Dec Jan – Dec Jan – Dec Jan – Dec Jan ‐ Dec 133 496 174 161 445 127 91 328 125 95 598 133 56 361 68 536 2,228 627 87 276 208 13 1,387 846 1 2,234 96 278 207 1 1,315 757 6 2,078 75 235 194 4 1,052 733 1 1,786 115 199 129 12 1,281 668 3 1,952 45 115 77 7 729 299 3 1,031 418 1,103 815 37 5,764 3,303 14 9,095 10 36 54 12 34 54 9 31 60 7 47 46 8 50 42 9 39 52 $673,310 $2,368,180 $148,760 $503,760 $293,125 $3,987,135 3 0 15 0 0 0 0 0 5 0 0 0 Incident Type (Count) Fires EMS/Rescue Hazardous Condition Service Good Intent False Other Total Incidents Aid Given Exposures Total No. of Responses Incident Type (%) Fire EMS/Rescue Non‐Fire and Non‐EMS Dollar Loss Fire Dollar Loss Casualties Civilian Fire 2 7 3 Injuries Civilian Fire 0 0 0 Deaths Fire Service 4 1 0 Injuries Fire Service 0 0 0 Death †Manassas Fire Rescue Department does not participate in VFIRS. The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 34 of 67 Manassas ‐ 2010 Needs Assessment Summary Statistics Fire Department Personnel Career Firefighters Volunteer Firefighters Paid‐per‐call Firefighters Total Firefighters Civilian‐Paid Civilian‐Volunteer Total Civilian Personnel Current† Additional Need‡ 42 12 52 21 0 0 94 33 4 4 60 0 64 4 There may be discrepancies between the current apparatus and equipment numbers reported and the actual number of apparatus and equipment. For instance, during the site visit there was only one aerial apparatus mentioned and it is possible that both Manassas Volunteer Fire Company and the Manassas Fire Rescue Department dual reported. †Taken from Supplemental Table 1 of the 2010 Virginia Fire Service Needs Assessment, which is a compilation of survey answers from the local fire departments. ‡ Number from Supplemental Table 7, means needed on top of the total column. Apparatus Owned Aerial Apparatus Aircraft Rescue and Fire Fighting (ARFF) Vehicle Ambulance / Other Patient Transport † Command Vehicle Engine / Pumper Quint Combination Vehicle Rescue / Fire Boat Tanker Technical Rescue Vehicle Wildland Brush Truck Other Apparatus Current‡ Additional Need ‡‡ 2 1 0 1 4 0 4 1 4 3 0 1 0 0 0 0 2 1 1 0 3 0 †The Needs Assessment is completed by Fire Departments and Fire Rescue Departments. The City of Manassas’ Fire Rescue Department and Greater Manassas Volunteer Rescue Squads operate the Ambulance and other transport vehicles. ‡ Taken from Supplemental Table 2 ‡‡Taken from Supplemental Table 5 Equipment Owned 4‐Gas Monitors Map Coordinate System – GPS Mobile Data Terminals* Personal Alert Safety Systems (PASS) Personal Protective Equipment (PPE) Radios Self‐Contained Breathing Apparatus (SCBA) Thermal Imaging Cameras Other Equipment Current† 12 3 0 170 138 135 170 7 0 Additional Need‡ 0 20 27 0 0 4 25 2 0 * It should be noted that between the survey period and the site visit, mobile data terminals were acquired from Prince William County ‘s Office of Public Safety Communications and were being installed in units. †Taken from Supplemental Table 3 ‡Taken from Supplemental Table 6
The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 35 of 67 Presentation of the Technical Sub‐Committee for Unified Training and Unified Rank The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 36 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 37 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 38 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 39 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 40 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 41 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 42 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 43 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 44 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 45 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 46 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 47 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 48 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 49 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 50 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 51 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 52 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 53 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 54 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 55 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 56 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 57 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 58 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 59 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 60 of 67 Service Delivery Model – Compilation of Answers The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 61 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 62 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 63 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 64 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 65 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 66 of 67 The foregoing is a recommendation authorized pursuant to Va. Code 9.1‐203.A.4 and is not to be construed as legal advice or as a binding recommendation. 67 of 67