Virginia Fire Services Board
A Report of Findings
and
Recommendations:
Botetourt County
Fire & EMS Study
February 2014
Table of Contents
REPORT AUTHORS ................................................................................................................. 2
ACKNOWLEDGMENT ............................................................................................................. 2
EXECUTIVE SUMMARY ........................................................................................................... 3
THEME 1: ORGANIZATIONAL AND OPERATIONAL DEVELOPMENT (PAGE 11).................................................... 3
THEME 2: COMMUNICATION (PAGE 19) .................................................................................................. 4
THEME 3: TRAINING (PAGE 22) .............................................................................................................. 4
THEME 4: BUDGET AND ADMINISTRATION (PAGE 24) ................................................................................. 4
THEME 5: DELIVERY OF SERVICES (PAGE 27 .............................................................................................. 4
METHODOLOGY .................................................................................................................... 5
PHASE I: INITIATE PROJECT..................................................................................................................... 5
PHASE II: OBTAIN STAKEHOLDER INPUT .................................................................................................... 5
PHASE III: PREPARE ANALYSES AND DEVELOP CORE STRATEGIES ................................................................... 6
PHASE IV: PREPARE FINAL REPORT .......................................................................................................... 7
COUNTY DEMOGRAPHIC INFORMATION ............................................................................ - 8 FINDINGS AND RECOMMENDATIONS .............................................................................. - 10 THEME 1: ORGANIZATIONAL AND OPERATIONAL DEVELOPMENT ................................................................. 11
THEME 2: COMMUNICATION ................................................................................................................ 19
THEME 3: TRAINING ........................................................................................................................... 22
THEME 4: BUDGET AND ADMINISTRATION .............................................................................................. 24
THEME 5: DELIVERY OF SERVICES .......................................................................................................... 27
REFERENCES ........................................................................................................................ 32
APPENDIXES ........................................................................................................................ 35
APPENDIX 1: BOTETOURT COUNTY LETTER OF REQUEST ............................................................................ 36
APPENDIX 2: BOTETOURT COUNTY – VIRGINIA FIRE INCIDENT REPORTING SYSTEM REPORT............................. 38
APPENDIX 3: BOTETOURT COUNTY – VIRGINIA PRE-HOSPITAL INFORMATION BRIDGE REPORT SUMMARY .......... 40
APPENDIX 4: BOTETOURT COUNTY TRAINING SUMMARY FOR FY2009 - FY2013 .......................................... 42
APPENDIX 5: BOTETOURT COUNTY – 2013 NEEDS ASSESSMENT SUMMARY STATISTICS .................................. 45
APPENDIX 6: BOTETOURT COUNTY FY2014 AID-TO-LOCALITIES ALLOCATION REPORT.................................... 47
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.
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REPORT AUTHORS
Virginia Fire Services Board
Randy Wheeler
Virginia Municipal League
Virginia Department of Health – Office of Emergency Medical Services
Michael Berg
Regulations and Compliance Manager
Virginia Department of Forestry
Joseph Boswell
Area Forester
Virginia Department of Fire Programs
Melvin Byrne
Division Chief
Mohamed Abbamin
Policy Manager
ACKNOWLEDGMENT
The Virginia Fire Services Board would like to extend thanks to the following organizations for
their contributions to this study:
Blue Ridge Volunteer Fire and Rescue
Troutville Volunteer Fire Department
Troutville Volunteer Rescue Squad
Buchanan Volunteer Fire Department
Fincastle Volunteer Fire Department
Fincastle Volunteer Rescue Squad
Glen Wilton Volunteer Fire and Rescue Department
Read Mountain Volunteer Fire and Rescue Department
Eagle Rock Volunteer Fire and Rescue
Botetourt County Department of Emergency Services
Buchanan Volunteer Rescue Squad
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.
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EXECUTIVE SUMMARY
This report documents the findings and recommendations for the Botetourt County Fire and
Emergency Medical Services (EMS) Study. The information contained is not to be construed as
legal advice or as binding recommendations. This report is intended to provide guidance for
Botetourt County Board of Supervisors and its fire and rescue stakeholders to build on what is
working well, while observing opportunities for improvement. Strategic focus in these areas
will enhance the overall quality and coordination of fire-rescue service delivery to residents of
Botetourt County.
The study was requested by the Botetourt County Board of Supervisors in order to analyze
several areas of responsibility within the County’s fire and rescue services. The Study
Committee was comprised of representatives from the Virginia Fire Services Board, the Virginia
Department of Fire Programs, the Virginia Department of Forestry and the Virginia Office of
Emergency Medical Services.
The findings and recommendations are organized into five working themes to include:
• Organizational and Operational Development
• Communication
• Training
• Budget and Administration
• Delivery of Services
These working themes provide a central focus for prioritizing the study’s recommendations.
They serve as a guide for the Study Committee to identify and evaluate measures that
ultimately will improve the quality and coordination of fire and rescue services within Botetourt
County.
Below is a high-level summary of the findings and recommendations, which will be discussed
further in the report.
Theme 1: Organizational and Operational Development (Page 11)
• Centralized Authority for Fire and Rescue Services: The County should pursue its effort to
employ a Director of Emergency Services.
o The County should revise its founding ordinances pertaining to Fire and Rescue
in order to establish a Fire and Rescue Association.
• Strategic Planning: The County’s fire and rescue organizations should develop a datadriven Strategic Plan with stakeholder input.
o Botetourt County should further improve its current mission and create a vision
for the system that includes all fire & EMS responders’ participation and input.
• Continuity of Leadership and Succession Planning: Botetourt County should develop a
program that illustrates leadership and interpersonal relationship skills within the fire
and rescue services and focuses on growing future leadership.
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.
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•
Accountability Practices: The Botetourt County Department of Emergency Services
should enhance its standard administrative procedure to formally reflect countywide
standard operating guidelines.
• Fire Prevention Activities: The County should enact the Statewide Fire Prevention Code
through a local ordinance. Additionally, the County should enforce the Statewide Fire
Prevention Code; potential methods of enforcement are included herein.
Theme 2: Communications (Page 19)
• Levels of Interdepartmental Communications: Botetourt County should host a strategic
communication session to resolve challenges between the Botetourt County Board of
Supervisors, the County Administration and members of the volunteer fire and rescue
departments.
• Improved Dispatch System: The Botetourt County Board of Supervisors and the Fire and
Rescue Association should continue with its efforts to improve the county’s dispatch
system.
Theme 3: Training (Page 22)
• Coordinated Training Program: Botetourt County government should work with the Fire
and Rescue Association in improving the current training program to address the
comprehensive training needs of the entire County.
o Collaborative training promotes teamwork and can assist with personal
communication and interpersonal relations between the career staff and
volunteers personnel.
Theme 4: Budget and Administration (Page 24)
• County Funding and Capital Improvements: Botetourt County should develop a
countywide capital improvement plan for upgrading its fire and rescue stations and
equipment. The Board of Supervisors should require documentation of expenditures
and annually audit funds.
• Standardization and Central Purchasing: Working with the Fire and Rescue Association,
the County Administration should develop and implement a centralized purchasing
option to establish equipment and apparatus standardization and reduce operational
expenses.
Theme 5: Delivery of Services (Page 27)
• Recruitment and Retention: Botetourt County should adopt a countywide recruitment
and retention plan in addition to examining the feasibility hiring Recruitment and
Retention Position.
• Operations and Staffing: Botetourt County should keep accurate records of incident
response times in order to continuously assess response capabilities. The county should
also continue with its efforts on obtaining additional dry hydrants with Virginia
Department of Forestry.
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.
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METHODOLOGY
For each task of the work plan, the Study Committee identified objectives, performed specific
activities, and delivered project products. The following is an overview of the study process:
PHASE I: INITIATE PROJECT
Objectives: Initiation of Study
To initiate the study, the Study 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 the work plan would accomplish
the objectives. In addition, the Study Committee set out to establish a mutually agreed project
work plan, timeline, 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 on agreements along with relevant
policies and procedures. Many of these review materials are included in the appendix of this
study.
As part of Phase I, the Study Committee met with Botetourt County leadership to establish
working relationships, make logistical arrangements, and determine communication lines.
During these meetings, the Study Committee discussed the objectives of the project and
identified policy issues and concerns central to the study.
The meetings also allowed the Study Committee to obtain pertinent reports and background
materials relevant to the review, such as 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 Study 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 were as follows:
•
•
•
•
•
Identify expected service levels;
Identify opinions of department officials concerning the operations and performance of
the department;
Identify issues and concerns of officials regarding fire and rescue services;
Identify perceived gaps in existing service levels and new priorities in mission; and,
Identify strengths and weaknesses as perceived by departmental personnel.
Each goal was realized with the support of Botetourt County’s study project manager and
Division Chief, Jason Ferguson. Chief Ferguson assisted in finalizing the interview list 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.
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establishing a schedule that was reasonable, but more importantly convenient for the
interviewees. All interviews were conducted during an allotted timeframe and a considerable
amount of information was collected. Face‐to‐face interviews were conducted with majority of
Botetourt County’s Fire and Rescue organizations, County leadership including County
Administrator Kathleen Guzi along with all Board of Supervisors.
The Study 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 service delivery. It is also
important to note that the Study Committee visited all fire and rescue stations throughout
Botetourt County in an effort to supplement their research of the County’s organizational
functioning.
The deliverable for this section of the study work plan consisted of a thorough evaluation of the
site visit data and the development of working themes to capture the team’s assessment.
PHASE III: PREPARE ANALYSES AND DEVELOP CORE STRATEGIES
Objectives: Evaluate Current Trends and Prepare a Report
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 and career system. The activities that supported this
process consisted of additional requests for information not already obtained in Phase I and II
of the work plan. Data requests, made in this phase of the study, attempt to address any issues
that emerged from the interviews, and further evaluate implications of the operational issues
cited. Data obtained during the study process also assists the Study Committee in identifying
issues influencing the current levels of service.
After receiving and critically evaluating information from the interviews and all supporting
materials, the Study Committee began identifying the necessary critical action steps to achieve
exceptional organizational functioning and uniform service levels throughout Botetourt County.
Each action step was selected to identify the changes in policies, facilities, apparatus, and
equipment to ensure that the County would be capable of providing fire-rescue services at the
desired level going forward.
The deliverables achieved in Phase III involved drafting a report that evaluated current trends in
the services, recommended action steps for improvement, and the assignment of responsibility.
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.
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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 was shared
with the designated locality project manager, Jason Ferguson to ensure the content is accurate.
Upon receiving corrections, the Study Committee revised 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 consisted 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.
7 of 47
COUNTY DEMOGRAPHIC INFORMATION
Botetourt County is located in the southwestern portion of the state in the scenic Roanoke
Valley of Virginia. The County1 is strategically located on Interstate 81 and adjacent to
Interstate 64 which makes it relatively close to two thirds of the U.S. population, and within 500
miles of New York, Philadelphia, Cleveland, Washington, Nashville and Atlanta.2 Botetourt
County is part of the Roanoke Metropolitan Statistical Area (MSA). 3
The population of Botetourt County is 33,148 with a median age of 42.7 years old.4 The median
household income is $66,053 which is $2,417 above the average for Virginia. 5 Virginia
Employment Commission projects that the County's population will increase by approximately
6,000 residents by 2030. 6
According to Botetourt County’s Comprehensive Plan (2010), majority of its residents and their
homes are located in the southern end of the county 7. In 2007, owner occupied dwelling units
accounted for 11,398, or 81.7 percent.8 Approximately 87.5 percent of the County’s housing
stock was also owner occupied. 9
The County’s largest employment sector is manufacturing at 18.7% followed by Government
14.3%, Wholesale Trade 9.3% and lastly, transportation/warehousing at 9.2%. 10 Within the
past two decades, Botetourt County has announced new and expanding industries totaling over
$520 million in investments. 11 The investments created over 3,000 direct new jobs. In 2011,
investments totaled over $35 million and 378 direct new jobs were created within the County. 12
Moreover, in 2010, all three major bond rating agencies upgraded Botetourt which made the
County the smallest in Virginia with AA ratings from all three agencies. 13
The fire and rescue services of Botetourt County are provided by a dedicated group of
volunteers with supplemental paid fire and rescue staff. Collectively, the organizations provide
firefighting and emergency medical services from stations located throughout the county.
A listing of the fire and rescue services providers can be found below.
• Blue Ridge Volunteer Fire and Rescue
• Troutville Volunteer Fire Department
1
The “County” refers to Botetourt County
Virginia Economic Development Partnership
3
Ibid
4
U.S. Census Bureau: State and County QuickFacts.
5
Ibid
6
Virginia Employment Commission
7
Botetourt County’s Comprehensive Plan (2010)
8
Ibid
9
Ibid
10
Virginia Employment Commission
11
Virginia Economic Development Partnership
12
Ibid
13
Ibid
2
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.
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•
•
•
•
•
•
•
•
•
Troutville Volunteer Rescue Squad
Buchanan Volunteer Fire Department
Buchanan Volunteer Rescue Squad
Fincastle Volunteer Fire Department
Fincastle Volunteer Rescue Squad
Eagle Rock Volunteer Fire and Rescue
Glen Wilton Volunteer Fire and Rescue Department
Read Mountain Volunteer Fire and Rescue Department
Botetourt County Department of Emergency Services
The goal of the fire and rescue service is to protect life and property by delivering the highest
possible level of service consistent with need at the lowest possible cost consistent with safety.
First responders responsible for fire suppression provide an array of additional emergency
services to the residents of Botetourt County. They include light and heavy rescue, vehicle
extrication, water rescue, hazardous materials, and other non-emergency activities. The rescue
squads within the County provide basic life support (BLS) and advanced life support (ALS)
rescue ambulance services to all areas of the County. During 2012, Botetourt County
responded to approximately 4,868 fire and emergency medical services (EMS). 14
14
Virginia Fire Incident Reporting System (VFIRS) Appendix 2 and Virginia Pre-Hospital Information Bridge Report Appendix 3
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 47
FINDINGS AND RECOMMENDATIONS
This section provides a summary of the five working themes for this study report. The summary
is based on areas of concern that were repeatedly cited in the face-to-face interviews and
observed during the site visit. Following this section is an in-depth examination of each theme,
to include findings and recommendations.
Theme 1: Organizational and Operational Development (Page 11)
• Centralized Authority for Fire and Rescue Services
• Strategic Planning
• Continuity of Leadership and Succession Planning
• Accountability Practices
• Fire Prevention Activities
Theme 2: Communications (Page 19)
• Levels of Interdepartmental Communications
• Improved Dispatch System
Theme 3: Training (Page 22)
• Coordinated Training Program
Theme 4: Budget and Administration (Page 24)
• County Funding and Capital Improvements
• Standardization and Central Purchasing
Theme 5: Delivery of Services (Page 27)
• Recruitment and Retention
• Operations and Staffing
Botetourt County’s fire and rescue service providers and administration should utilize the
national consensus standards. The standards were developed by the National Fire Protection
Association (NFPA) with the input and support of fire and emergency services personnel,
businesses, industry and other stakeholders, as guidance documents and resources to address
several of the findings identified in this report. 15
15
For a complete listing of the national consensus standards developed by the National Fire Prevention Association, visit:
http://www.nfpa.org/aboutthecodes/list_of_codes_and_standards.asp
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 47
THEME 1: ORGANIZATIONAL AND OPERATIONAL DEVELOPMENT
There are some obstacles within Botetourt County’s communication and coordination among
its fire and rescue organizations and County Leadership. With respect to organizational
structure, Botetourt County Department of Emergency Services has a Director’s position which
has been vacant since May 2013. There also two division chiefs, one division chief is
responsible for emergency management and support services while the other is responsible for
operations and training.
During interviews, majority of fire and rescue personnel understood their “system” is a
combination system and have come to embrace it. Those interviewed also understood and
support a “Chief, Coordinator or Director” as the person who is “in-charge” for Botetourt
County Fire and EMS. However, there was a great deal of harbored feelings for the past
process and selection of personnel to run the programs – but there was also an apparent
acceptance of resetting the process and recognizing the importance and contributions of all
participants in the program to create a better responsive system.
Centralized Authority for Fire and Rescue Services
Botetourt County has not clearly cited the responsibilities and authority of the Director of
Emergency Services. During the site visit, numerous contradicting comments have been made
in regards to the level of authority the Director has in Botetourt County. The county’s ordinance
is contradicting in regards to the authority of the Director. Moreover, there is also conflicting
understanding regarding the role and responsibilities of the two division chiefs.
However, the study team was advised about the county’s pursuit on revising its job descriptions
with the assistance of an outside advisor. The county is encouraged to continue working on
such effort. It is further advised for Botetourt County to publish the role and responsibilities of
the Director and the two division chiefs. Both career and volunteer personnel are encouraged
to be informed on the level of authority for the aforementioned roles.
All entities interviewed have indicated the codified Fire and Rescue Steering Team is no longer
active. It has been replaced by another system which consists of Chiefs and Captains meeting
throughout the year. The group and its meetings are not recognized by the county’s code.
Entities interviewed have emphasized that although at times the organization is productive, it
nevertheless does not consider the county’s Rescue Services’ issues. The lack of participation
from each department and squad along with a clearly defined governance system could have a
negative impact on the efficiency and effectiveness of the county’s fire and rescue system.
The County should revise its founding ordinances pertaining to Fire and Rescue in order to
establish a Fire and Rescue Association. The membership of the Association should be one
member from each of the volunteer departments and squads, a representative from the paid
service, presumably the paid chief and a provision for one named alternate for each person.
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.
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Disorganization negatively affects the service delivery to residents of Botetourt County and its
visitors. In order to improve Botetourt County’s level of service, it is recommended that
internal organizational and operational development strategies be considered both within the
Countywide Director’s role and that of the Association. This recommendation encourages
organizational cohesion, innovation, and effectiveness while guiding the inevitable change that
will occur as Botetourt County strengthens its fire suppression and rescue capabilities.
Recommendations:
1. Botetourt County should continue its efforts to hire a Director of Emergency Services.
There are several qualities that the person must possess in order to be successful. Below
are some qualities suggested;
a. Excellent Communicator
b. Understand the importance of community (inclusion)
i. Compatible, the person has the willingness and ability to be harmonious
with employees and the community. This will enable the Director to use an
awareness of the community to identify needs.
ii. Explores and considers the ideas of stakeholders.
iii. Competent and capable with potential for growth and the ability and
willingness to take on more responsibility. 16
c. Transparent
i. Director of Emergency Services must be willing to share information.
ii. The prospective Director must be able to ensure the fire and rescue
services personnel can connect to each other and to the information they
need to get their jobs done at anytime/anywhere, and on any device.17
2. The County should revise its founding ordinances pertaining to Fire and Rescue in order
to establish a Fire and Rescue Association.
a. The Association should be recognized by the county’s code.
b. The group should meet monthly on a standard date and time without exception;
bylaws must be drafted in such a way that any member shall have the ability to
place items on the agenda.
c. The Association should be co-chaired by a representative from the volunteer
members, chosen by them, and the paid chief, and that co-chairs should
alternate serving as presiding officer every other month.
16
17
5 Must-Have Qualities of the Modern Manager – Jacob Morgan (Forbes Magazine 2013)
Ibid
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.
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d. The group should be charged with developing, analyzing, enacting and enforcing
system-wide policies, system-wide operational decisions and specifications, and
planning and procedures as may be adopted by this group.
Strategic Planning
During the site visit, Botetourt County’s fire and rescue organizations acknowledged the need
for improved fire and rescue coordination. The current organizational structure does not
provide a clear division of labor. This is especially true for the administrative and operational
responsibility aspect of the organizations involved, both for career and volunteer members.
These factors have negatively affected the overall morale of the county’s fire and rescue
organizations.
The first steps to resolving clarity within the fire and rescue services organizational structure is
to pursue the establishment of a Strategic Plan. Planning must become institutionalized as an
integral part of fire and rescue departments and community resource allocations. 18 A strategic
plan will provide a basis for long-term operational planning and will serve as a framework for
services. 19 The strategic plan will further allow the vested parties the opportunity to create
effective policies while attuned to its publics’ interests, demands, and expectations. It is
imperative to keep in mind that decisions only have legitimacy if parties involved work together
and are in agreement.20 The strategic planning process will create public value for Botetourt
County if the fire and EMS and other stakeholders are fairly represented and there is effective
use of relevant expertise along with transparency of the deliberations. 21
Recommendations:
1. Working with the Fire and Rescue Association, the Botetourt County Board of
Supervisors, Director of Emergency Services and County Administrator should create
and implement a strategic plan to increase performance levels.
a. Stakeholders such as fire and rescue personnel along with county government
must each play an integral part in the development of this strategic plan in order
to meet the county’s expectations and foster commitment.
b. Parties involved in the strategic planning process should analyze the gap
between where the county is and where it wants to be in the future and identify
strategies to close such gap.
c. The county should seek to reduce residents insurance cost by incorporating
methods for improving their Insurance Service Office (ISO) rating into the
strategic plan.
18
Preserving and Improving the Future of the Volunteer Fire Service, March 2004
Leading the Transition in Volunteer and Combination Fire Departments, November 2005
20
Mark Moore, Creating Public Value: Strategic Management in Government, 1995
21
Ibid
19
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.
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d. It is suggested that a neutral party facilitate this process.
2. In developing its strategic plan, Botetourt County’s fire and rescue organizations, and
stakeholders should improve its current mission statement and further establish a
unified vision for fire and rescue services in the County.
a. The Botetourt County Emergency Services presently has a mission statement.
However, it is not recognized by the Board of Supervisors or volunteer agencies
countywide.
b. A unified vision statement will provide the fire and rescue organizations and
Botetourt County a broad, inspirational image the County’s future fire and
rescue services.
c. Botetourt County should be recognized for having a concise mission statement.
However, its mission statement needs to be amended to reflect the current
needs of the county.
d. During the strategic planning process, stakeholders within the fire and rescue
services must participate in developing the mission and vision statements of the
county. The participation of fire and rescue organizations during this process will
ensure that the entities involved are collectively moving forward to improve
service delivery.
3. The strategic plan should further create a system of measurable goals and objectives.
The performance measurement’s factors will strengthen the strategic plan.
a. The strategic plan should identify immediate, intermediate and long-term goals
with reasonable target deadlines.
b. Goals and objectives should be quantifiable, consistent, realistic and
achievable.22
4. In developing its strategic plan, Botetourt County’s fire and rescue organizations should
continue their commitment to using incident analysis and reporting, to include the
Virginia Fire Incident Reporting System (VFIRS) and the Virginia Pre‐Hospital Information
Bridge (VPHIB).
a. Botetourt County’s commitment to reporting will ensure that they have reliable
data to appropriately develop a plan to address operational and capital funding
needs, or equipment, apparatus and facility needs.
b. By analyzing fire and rescue incident data and potential community hazards, a
plan can be developed to address deployment of resources, placement of sub
stations, and the number of personnel needed for response and prevention
efforts.
22
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.
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c. Access to the data collected should be provided to rescue squads and fire
departments so they are able to get a comprehensive understanding of their
performance.
d. The use of data such as VFIRS and VPHIB can be contributing factors to
performance measurement and can further enable stakeholders to assess the
effectiveness of the strategic plan.
Performance measurements will enable the Board of Supervisors to evaluate the performance
of fire and rescue entities tasked with accomplishing the goals and objectives of the strategic
plan.23 The performance measurement will exhibit clear association between performing,
planning, spending and results.24 Botetourt County will have the opportunity to evaluate its
mission, vision and performance objectives through three perspectives: financial accountability,
constituent priorities and internal processes. 25
Continuity of Leadership and Succession Planning
The Fire and Rescue Association should consider developing a continuity of leadership or
succession planning program to focus on training and mentoring future leaders within the
system. The succession planning program will ensure retention of institutional knowledge,
including subsidizing advanced officer training. A succession plan will address the needs of the
Botetourt County fire and rescue services by providing formal program to develop and enhance
the future potential of personnel.
Recommendations:
1. Botetourt County should develop a program that demonstrates to all fire and rescue
personnel the value of leadership and interpersonal relationship skills. The following
elements should be considered for inclusion in the program:
a. A Leadership and Career development program for the volunteer fire and rescue
personnel that focuses on the following subject areas; Management, Prevention,
Operations and Safety. 26
b. Incentives for advanced training and higher education.
c. Leadership training should be offered as an ongoing long-term project.
d. With the assistance of a trained facilitator, the fire and rescue organizations
should hold a focus group consisting of stakeholders to determine how to
accomplish and successfully implement the program.
23
Gerald Gordon, Strategic Planning for Local Government, 2005
Ibid
25
Ibid
26
William Shouldis, Officer Development Programs on a Budget, 2008
24
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.
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2. The County should consider establishing a mentoring program for company and officer
levels.
a. This approach would further assist with the succession planning.
Accountability Practices
According to the National Fire Protection Association (NFPA), a standard operating procedure is
“an organizational directive that establishes a standard course of action.” 27 Thus, Standard
Operating Procedures (SOPs) are written guidelines that explain what is expected and required
of fire service personnel in performing their jobs. 28 It is critical for Botetourt fire and rescue
personnel improve its current Standard Administrative Policies (SAPs) to better coordinate
service delivery throughout the county.
The current SAP although very well established needs to be enhanced to meet the constituents’
changing needs. It is imperative that all members thoroughly understand their responsibilities
and expectations for their position. The SAP should describe the county’s rules for doing the
job.
Recommendations:
1. The Botetourt County Director of Emergency Services in collaboration with the
Association should improve its existing SAP’s (Standard Administrative Policies) with an
emphasis on creating an accountability system.
a. The County should establish system wide Standards Operating Guidelines.
Standard Operating Guidelines (SOG’s) are designed to provide guidance during
emergency incidents. 29 This guidance is aimed at ensuring that operations are
safe and effective. The main purpose of a SOG is to have everyone essentially
operating from the same “playbook” at an incident.
i. The County should take advantage of pre-existing resources on the
development of Standard Operating Guidelines for Fire and EMS
organizations such as the United States Fire Administration’s guide on
developing Standard Operating Procedures,
http://www.usfa.dhs.gov/downloads/pdf/publications/fa-197.pdf, and current
organizational guidelines.
ii. Once created, informational and training sessions should be held with all
Botetourt County fire and rescue members and partners.
27
Developing Effective Standard Operating Procedures for Fire and EMS Departments, December 1999
Ibid
29
Ibid
28
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 47
iii. The Table of Contents, or central listing and training, should be included in
new members orientation to ensure integration into the organization or
fire and rescue service.
2. Botetourt County Government and the Association should update its SAP to reflect the
following;
a. For individuals, it should clarify job requirements and expectations. 30
b. For management, the document will “provide a mechanism to identify needed
changes, articulate strategies, document intentions, implement regulatory
requirements, enhance training, and evaluate operational performances.” 31
3. Utilizing the guidelines outlined in NFPA 1561: Standard on Fire Department Incident
Management Systems, Botetourt County should formally articulate, practice and strictly
enforce a countywide Incident Management System policy and accountability system.
a. The county should develop a clearly written Incident Command system.
b. Increased structure and coordination to the management of emergency
incidents will ensure the safety and health of fire-rescue personnel.
c. The county should emphasize the importance of incident management system in
managing all emergency incidents and training exercises. Botetourt County
should further emphasize the importance of written plans to anticipate incidents
that require standardized procedures.
d. National and state standards should be used as a guide for the development
process, such as the Incident Command System.32
e. It is recommended that these management principles be practiced through fullscale exercises. This will help identify response challenges and allow them to be
resolved before an incident.
4. Director of Emergency Management or the appropriate designee must consider
establishing partnership with the volunteer community and local health system and
College Emergency Management Planners.
5. The Association must consider establishing position specific definitions using job
functions.
6. The Association must establish a clear response matrix for typical incidents and special
incidents.
30
Developing Effective Standard Operating Procedures for Fire and EMS Departments, December 1999
Ibid
32
Incident Command System, Overview; http://www.fema.gov/emergency/nims/IncidentCommandSystem.shtm
31
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 47
a. Allow for Incident Commander to have some flexibility in response decisions
based on conditions.
b. Determine which priority incident categories are needed and work on
developing that matrix with a goal over time of one or two per month with the
Association.
7. Botetourt County must pre-program the CAD system to remove the need for special
request by the Incident Commander.
8. The County should establish a “Tanker Strike Team” allowing for response of companies
not initially assigned on the response to provide tanker/tender resources.
a. The County should preplan in order to avoid an Incident Commander’s request
for specific resources during an evolving incident. Such attempt creates a system
of accountability which allows immediate resource allocation during a crisis.
9. The County should consider appointing a Safety Officer with the authority to identify
health and safety hazards and ensure that they are corrected.
a. One individual should be charged to conduct research, recommendations along
with the review and processing of injury claims.
b. Every emergency scene must be properly assessed to identify any potential
hazards. This information will provide guidance in strategic and tactical decisions
and must be communicated to all emergency responders.
c. The County must strive to protect its first responders at all times and should
implement a standard personnel accountability system to account for all
firefighters on scene.
d. The county should utilize NFPA 1521: Standard on Fire Department Safety
Officer33 as a guide for the development process.
Fire Prevention Activities
There is no one person or group in Botetourt County responsible for all fire prevention
activities. The few activities that are accomplished are spread among several individuals with
no formal organization or coordinated message. Botetourt County has not opted to enact or
enforce the Statewide Fire Prevention Code, which are “statewide standards to safeguard life
and property from the hazards of fire or explosion arising from the improper maintenance of life
safety and fire prevention and protection materials, devices, systems and structures and the
unsafe storage handling, and use of substances, materials and devices, including fireworks,
explosives and blasting agents, wherever located.” 34
33
34
NFPA 1521, http://www.nfpa.org/codes-and-standards/document-information-pages?mode=code&code=1521
2009 Statewide Fire Prevention Code, Preface, page i.
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 47
Recommendations:
Botetourt County should enact and enforce the Statewide Fire Prevention Code. The Statewide
Fire Prevention Code allows for cost recovery. Utilization of a fee structure would enable
Botetourt County to generate revenue to help support these activities.
1. Botetourt County should designate someone who will enforce the Statewide Fire
Prevention Code. Below are some possible ways that Botetourt County could
accomplish this:
a. Assign the duties to the designated Fire Official,
b. Employ a Fire Marshal for the enforcement of fire codes, to conduct fire
investigations, and to coordinate public fire and life safety education; or,
c. Consider entering into a service agreement with a neighboring jurisdiction to
perform the Code inspection and enforcement.
THEME 2: COMMUNICATIONS
In order to develop a cohesive Fire-Rescue System 35 in Botetourt County, the Board of
Supervisors and the County Administration must foster positive internal and external
communication among the county’s fire and rescue organizations along with members of the
general public.
Without effective and trusting relationships, the county will have limited success with the
recommendations contained in this report and any other attempts at coordinating and
improving the fire and rescue services in Botetourt County. Before other identified
recommendations can be implemented, effective and reliable communication capabilities must
be established between the volunteer departments and the county.
Fire and Rescue personnel must have access to reliable and instantaneous communications at
all times to effectively coordinate response and recovery operations. Emergency
communications is not solely a product of technology, but rather a condition of a locality’s
governance, standard operating procedures and training. To achieve an effective and efficient
emergency response framework, all areas of emergency communications must collectively
work effectively. 36 Without reliable communications, the safety and security of Botetourt
County’s fire and rescue service providers are jeopardized.
35
The Botetourt County Fire-Rescue System (Fire-Rescue System or System) means all those fire and rescue organizations that
are recognized by the County as providers of fire, rescue services, and primarily respond to incidents within the County.
36
Ten Years After 9/11: Improving Emergency Communications: Hearing before the U.S. Senate Homeland Security and
Governmental Affairs Committee (July 2011).
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 47
Levels of Interdepartmental Communications
During the site visit, the study committee observed and documented a breakdown of
communication among the career and volunteer personnel from the fire departments and
rescue squads, and the County Government. 37 There are continuous mistrust and frustration
issues between career and volunteer staff within the county’s fire and rescue. The lack of
personal and professional communications between the volunteers and career staff is affecting
the application of fire and rescue activities in Botetourt County.
The study team detected a high level of anticipation on the part of volunteers as it relates to
transitioning the county fire and rescue into career-based system. Such rumors have negatively
affected the relationship between the volunteers and career personnel. Moreover, the study
team was advised that a monthly meeting with senior career fire and rescue staff and
volunteers is currently utilized. Upon request, the county administrator attends such meetings.
It is recommended for the county to restructure these monthly meetings so that it is part of the
Fire and Rescue Association’s scheduled meetings as determined by them. See Centralized
Authority for Fire and Rescue Service – recommendation #2.
The burden lies with the County Administration and the Board of Supervisors to resolve any
conflicting perception and ensure an open and honest dialogue is established. The County must
identify and resolve the breakdowns in communications and work tirelessly to educate all
members.38 The current obstacles experienced by Botetourt County have the potential to
divert fire and rescue personnel from their core mission of assisting the residents of Botetourt
County. The volunteer personnel must understand that communications is a two-way process,
therefore, all relevant parties must work together to provide the highest quality level of service
for the county.
Recommendations:
1. The County should host a strategic communication session with a professional mediator
to resolve existing challenges and barriers amongst the following entities; fire and rescue
departments, Fire and Rescue Association , Communications Center along with Botetourt
County Administration and its Board of Supervisors.
a. The objective of this work session should be to develop strategies to overcome
identified barriers. It should further create and implement an effective
communication system involving fire and rescue departments, communications
center, County Government and with the general public.
b. The County must develop an efficient and effective communication model to
ensure all stakeholders within the public safety community have input into longterm plans and decisions.
37
38
County Government refers to both County Administration and Board of Supervisors
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.
20 of 47
c. This communication model must ensure reliable documentation related to public
safety strategic planning and development. It must be disseminated and received
by all public safety stakeholders.
d. The communication session should further serve as an opportunity to clarify and
establish countywide division of labor.
2. The County should strengthen its fire and life-safety communication activities with the
residents of Botetourt County.
a. Increased efforts to promote the positives attributes of the fire and rescue
services in Botetourt County can raise morale and attract more volunteers. Some
options include producing an annual report, developing a quarterly newsletter
and utilizing social networking avenues.
3. The volunteers in Botetourt County must understand the importance of two-way
communication. Therefore, it is encouraged for them to communicate to the county
government through the established chain of command in a professional manner.
4. The County should take advantage of pre-existing fire and life-safety information
available through state and federal organizations. Public fire and life-safety education
resources are available at the following locations:
i.
Virginia Department of Fire Programs:
http://vafire.com/fire_safety_education
ii.
Virginia Fire and Life Safety Coalition: http://www.vflsc.org
iii.
The Home Safety Council: http://www.homesafetycouncil.org
iv.
National Fire Protection Association: http://www.nfpa.org
v.
Virginia Department of Forestry: http://www.firewisevirginia.org
vi.
Virginia Department of Emergency Management:
http://www.vaemergency.gov/social-media/alert-localities
Improved Dispatch System
The current dispatch system is managed by the sheriff’s office. It is able to answer all calls-forservice for law enforcement, fire, and emergency medical services throughout the county. The
study team was advised that the current dispatch system is acceptable. Botetourt County is
accredited for the 911 public safety answering points (PSAP) and emergency dispatch centers
through the Virginia Office of Emergency Medical Services. 39
Recommendations:
Botetourt County should consider the following recommendations;
39
Virginia 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.
21 of 47
1. Fire and Rescue Dispatch Protocols must be continuously updated to reflect
changes.
2. Botetourt County is encouraged that it maintains the EMD accreditation.
3. The county should continue efforts to improve its technology and practices to best
apply specific needs as approved by the Fire and Rescue Associations and the
Operational Medical Director.
THEME 3: TRAINING
One of the secrets of a successful countywide Fire-Rescue System is the full integration of
volunteer and career personnel, regardless of their affiliation at the tactical level. Tactical
equality recognizes all positions, from firefighter through senior fire officer and requires
minimum training standards to ensure performance level. 40 Botetourt County presently has
minimum standards of training within the county’s SAP. Additionally, the county works hard to
ensure offerings of mandated and relevant training. The study team over all observed that the
fire and rescue personnel were satisfied with the basic training availabilities. However,
coordination is needed to achieve a greater number of specialty training and associated cost
savings opportunities. This can further assist recruitment and retention efforts of Botetourt
County’s fire and rescue organizations.
Troutville Volunteer Fire Department has developed a training facility. Botetourt County
Department of Emergency Services does not own or operate the facility. Based on observation,
the study team would like to suggest for the county to work with Troutville Volunteer Fire
Department in establishing collaborative training opportunities among the volunteer and career
personnel through the use of the training facility.
Coordinated Training Program
Tactical equality is achievable in county if the Botetourt County Department of Emergency
Services provides performance-based, certifiable training and the opportunity for all volunteer
personnel to train together. The approach will facilitate the development of personal and
professional relationships. Training and continuity of leadership are closely joined because solid
basic training will foster strong and consistent cooperation among the county’s emergency
response agencies.
Recommendations:
1. Aligning with the strategic planning efforts, it is recommended that structured and
coordinated training program be enhanced to address the comprehensive training
40
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.
22 of 47
needs of the entire county. It is further recommended placing an emphasis on the
importance of specialty training and schedules.
a. Botetourt County should continue improving its current minimum training
standards in accordance to county needs. The county’s comprehensive training
program needs to be assessed annually. Such assessment will enable the
adoption of warranted changes.
2. The Fire and Rescue Association in collaboration with the Board of Supervisors and
County Administrator should explore the feasibility of collectively coordinating the
application of a countywide training program.
a. Ensure that training opportunities are scheduled to meet the needs of volunteer
members. The county should consider establishing convenient courses schedules
for weekends or nights so that offerings are spread across a longer period of
time. The consideration must also be extended to specialty training.
b. Enhance efforts of collaborative multi-company training opportunities.
c. Necessary training should be offered with appropriate notice to ensure
maximum turnout and return on investment.
d. The Board of Supervisors should continue funding necessary resources to fulfill
the county’s identified training challenges.
e. The County should work collaboratively with the Fire and Rescue Association to
ensure all fire and rescue service providers are competent, trained and capable
to perform assigned duties.
3. The Fire and Rescue Association should encourage all new firefighters be cross-trained
as Emergency Medical First Responders, at minimum, to enhance rescue capacity within
Botetourt County.
a. The Emergency Medical Responder/First Responder (EMR/FR) program offered
by the Virginia Department of Health (Office of Emergency Medical Services)
provides training in emergency care for those who are likely to be the first
personnel responding to the scene of an accident, fire, or medical emergency. 41
b. The course prepares the responder to address the immediate life threats and
injuries until more highly-trained personnel are available.
c. Having all firefighters obtain a first responder certification will ensure a rapid
response in the event of a major medical emergency or trauma.
41
Virginia Department of Health (Office of Emergency Medical Services) and FY13 Botetourt County Budget
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 47
d. The Emergency Medical First Responder classes should be offered in conjunction
with each Firefighter I program.
THEME 4: BUDGET AND ADMINISTRATION
For FY2014, Botetourt County is projected to receive a total of $117,614 from the
Commonwealth of Virginia’s Fire Programs Fund. For FY2013, Botetourt County received
$88,944 and approximately $47,206 from the Office of Emergency Medical Services in Four-forLife funds, which are utilized to fund training, personnel and equipment expenses.42 To
supplement operational cost, some fire departments and rescue squads have a fundraising.
The study team was advised that all entities have checking accounts which the county deposits
its allocated amount of funding. Both rescue and fire must submit itemized line of expense, this
serves as an accountability system. Lastly, the county pays most utilities bills.
Funding agencies at the same level is easy to explain while also allowing treatment in a
consistent and similar fashion. The reality is that all agencies are not the same. A certain level of
base funding should be determined, followed by a performance based payment. The pursuit
would be more reflective of the call volume and resource need by each entity.
County Funding and Capital Improvements
There is no apparent shortage of financial support for the Fire and EMS system in Botetourt
County. However, it was observed that Botetourt County provides funding to the fire and
rescue organizations without a consistent funding formula. The county and some towns provide
various levels of financial assistance without an accountability system in place. Such blanket
funding is inefficient. It was further observed that the county lacks ownership of property or
equipment.
Botetourt County should restructure the funding model to better achieve equality. Budget
transparency should not be perceived negatively or as a method for the county to micromanage
its fire and rescue departments. The Board of Supervisors has been trusted by the citizens of
Botetourt County to exercise fiscal responsibility and must therefore ensure taxpayers’ dollars
are spent efficiently. The burden rests with the Botetourt County Board of Supervisors to
ensure its limited monies are utilized responsibly and fairly.
Strong accounting practices and accountability measures provide fire and rescue leadership the
opportunity to demonstrate its financial needs may be greater than the allocated monies. The
Board of Supervisors should continue requiring each fire department and rescue squad to
annually provide yearly financial compilations. Greater transparency over the budget will
eliminate any distrust between the Board of Supervisors and the Fire-Rescue System’s
leadership.
42
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.
24 of 47
Recommendations:
1. A formal accountability plan should be developed for county funds and revenue recovery
funds. The plan should be communicated to citizens and members of the fire and rescue
organizations.
a. The County should require annual or biannual financial audits or an Agreed Upon
Procedures (AUP) to be completed and submitted to Budget Office or County
Administration.
b. Clarify and document any services provided to the volunteer agencies such as hose
testing, ladder testing, and pump/pack testing in one document as a “one pager”
easy to read tool.
c. The County should promote such accountability process to exhibit the value of
financial resources, human capital and time.
d. This accountability plan should be developed with fire and rescue organizations’
participation and must ensure it is in accordance to state and national standards.
e. By creating an accountability plan and communicating funding usage, confusion
should be reduced among fire and rescue organizations on the usage of limited
county funds.
2. With input from the Association, the Board of Supervisors should develop a capital
improvement plan for upgrading its fire and rescue stations and equipment.
a. Board of Supervisors should establish a countywide equipment replacement policy
with an emphasis on rotational equipment replacement based on prioritized needs.
3. The Botetourt County Board of Supervisors should consider the feasibility of hiring a Grants
Coordinator to assist the fire and rescue organizations with the acquisition and
management of grants. This individual should research and consider the availability of all
federal, state and private grant programs, including:
a. The Department of Forestry’s Volunteer Fire Assistance (VFA) grants:
http://www.dof.virginia.gov/fire/index-vfa.htm
b. The Department of Forestry’s Firewise Virginia Community Hazard Mitigation grants:
http://www.dof.virginia.gov/fire/index-mitigation.shtml
c. The Department of Forestry’s Dry Hydrant grants:
http://www.dof.virginia.gov/fire/dryhydrant/dry-hydrant.htm
d. The Federal Emergency Management Agency’s Assistance to Firefighter Grant (AFG):
http://www.firegrantsupport.com/content/html/afg/
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 47
e. 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
f. The grant programs offered by the Virginia Fire Services Board (VFSB) through the
Virginia Department of Fire Programs (VDFP). 43
g. Various private grant programs. 44
Standardization and Central Purchasing
Botetourt County has a widely diverse fleet of apparatus among the fire and rescue
organizations. Botetourt County’s fire and rescue organizations appear to have sufficient
pieces of equipment in each station to support their call volume throughout the county.
However, an area of cost-savings would be experienced through the standardization of future
equipment and apparatus within the county. Standardization and Central Purchasing will not
be without difficulty, but is necessary for delivering cost-effective and efficient fire and rescue
services. Group purchasing is highly required in Botetourt County. Equipment and gear
markings’ decision should be left to the Association. If there is resistance among entities
involved, it is advised for the Board of Superiors to consider the renegotiation of any financial
support for that particular entity.
Recommendation:
1. The County Administration should develop and implement a centralized purchasing
option to leverage county purchasing power and reduce operational expenses.
2. The County Administration after consultation with the Fire and Rescue Association shall
develop specifications for central purchase activity areas. Below are suggested
areas/activities for central purchasing:
a. Personal Protective Equipment 45 and Self-Contained Breathing Apparatus46
Ensure all departments are purchasing compatible equipment that meets
National Fire Protection Association standards and are reaping the same cost
savings.
b. Equipment/Apparatus – The Fire and Rescue Association should survey each
department to determine if equipment commonalities exist. As previously
mentioned, common apparatus specifications should be created and contracted,
allowing volunteer organizations to make customizations without overly altering
the specs, and reap the benefits of group purchasing for routine maintenance
and replacement of aging ambulance and fire apparatus.
43
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/
45
NFPA 1971, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1971
46
NFPA 1981, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1981
44
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 47
3. Standardization of branding and graphics of gear and equipment should be deferred to
the association.
4. The Fire and Rescue Association should survey each department to determine if
equipment commonalities exist. The equipment commonalities list should be used,
along with strategic planning for Botetourt County’s routine maintenance and
replacement of equipment, aging ambulance and fire apparatus.
a. An Apparatus Repair and Replacement Subcommittee should be established
within the Fire and Rescue Association in order to identify and prioritize needs of
apparatus replacement and/or repair.
i. Botetourt County currently is in need of a ladder truck. Therefore, the
subcommittee can make the appropriate recommendations to the county
government.
b. This critical priority list of apparatus should utilize the NFPA 1911 – Standard for
Inspection, Maintenance, Testing and Retirement of In-Service Automotive Fire
Apparatus.47
c. An inventory and capabilities of all vehicles should be provided to the Dispatch
Center to improve dispatch development.
d. Fire and rescue departments must be strongly encouraged against making
significant equipment purchases outside those approved by the Board of
Supervisors. It is not fiscally responsible to make equipment purchases that
place the County and individual departments in a financially unstable standing.
5. The Fire and Rescue Association should develop specifications for future apparatus
purchases (considering the cost-effectiveness of regional contracts), refurbishment and
replacement using the following national consensus standards:
a. NFPA 1901 - Standard for Automotive Fire Apparatus 48
b. NFPA 1911 – Standard for Inspection, Maintenance, Testing and Retirement of
In-Service Automotive Fire Apparatus 49
c. NFPA 1912 – Standard for Fire Apparatus Refurbishing 50
THEME 5: DELIVERY OF SERVICES
Several outside factors are affecting the fire and rescue personnel in Botetourt County. Similar
to many other jurisdictions, the county lacks adequate personnel to address call volume and
growing administrative requirements. According to the 2013 Virginia Fire Service Needs
47
NFPA 1911, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1911
NFPA 1901, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1901
49
NFPA 1911, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1911
50
NFPA 1912, http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1912
48
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 47
Assessment, Botetourt County reported that the present call volume warranted 28 additional
personnel to sufficiently staff their stations.51
The limited and aging populations along with the lack of incentives make it difficult to recruit
volunteers. This shortfall has decreased morale and has forced the county to increase the
workload on its limited members with multiple responsibilities. Botetourt County Department
of Emergency Services’ senior staff currently responds to calls, as needed. This in effect
prevents the county’s fire and rescue’s senior leadership from conducting day-to-day
management of operations. The availability of personnel plays a large role in the quality of
service provided to the citizens of Botetourt County. It is highly recommended for the county
government to actively participate in recruiting volunteers.
Moreover, the county should critically analyze its current fire and rescue station locations and
adopt all warranted changes. A thorough review of these response districts is required to
ensure call volumes and response times are aligned along with placement of fire and rescue
stations are strategic. Development must be a collaborative effort by fire and rescue
association along with county’s administration and Board of Supervisors.
Recommendations:
1. Emergency service delivery should be a group decision-making process which should
consist of bottom-up, rather than top-down.
a. During the strategic planning process, it is encouraged for the county to consider
service delivery as an objective.
2. Botetourt County should establish and implement countywide standards to ensure a high
level of accountability.
3. Botetourt County Government should work with the Fire and Rescue Association to
identify needs for additional fire and rescue personnel to meet service demands and
citizen expectations.
a. The County Government should reexamine its current system and must find
methods to effectively use the human capital that are in the fire and rescue
system presently.
4. Fire and Rescue Association should provide scheduled updates to the Board of
Supervisors and citizen groups on ongoing activity related to positive and negative areas
of service delivery.
a. Information associated to call data is an effective tool that can exhibit an entity’s
ability to meet its community’s needs.
51
See Appendix 5: 2013 Virginia Fire Service Needs Assessment.
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 47
Recruitment and Retention
Recruiting and retaining quality personnel is an essential component to the overall success of a
volunteer fire and rescue departments. Like many areas throughout the nation and the
Commonwealth of Virginia, Botetourt County has felt the impact of declining numbers of men
and women volunteering for fire and rescue departments. Currently, there is limited assistance
from the county to help the fire and rescue organizations recruit personnel. Botetourt County
should be acknowledged for their efforts to produce literature advertising the volunteering
opportunities available in the county along with its current volunteer incentive system. The
study team encourages increased efforts on the part of County Government to recruit and
retain volunteers.
In order to relieve the current burden of limited human capital, the County must provide
increased leadership and participation towards the recruitment of volunteers. County
Government and the Fire and Rescue Association should encourage emergency services leaders
to contribute to other aspects of the community.
Recommendations:
1. Botetourt County should enhance its countywide recruitment and retention program.
a. The recruitment and retention program should take into consideration the needs
of current volunteers and identify motivational factors to keep this population
engaged and committed to the fire and rescue service. It is therefore encouraged
for the county to improve on its current incentive based recruitment and
retention program.
b. The county should set annual recruitment and retention goals and concentrate
its efforts and resources to achieving these benchmarks. The plan should be
included in the strategic plan.
2. The Fire and Rescue Association and County Government must identify additional fire
and rescue personnel needs continuously.
a. Through improvement of fire and rescue incident data analysis and strategic
planning, Botetourt County will be able to determine fire and rescue personnel
needs, equipment needs and deployment.52
3. The County Government and Fire and Rescue Association should collaboratively find
low-cost methods to enhance public-education efforts such as open houses and creating
PSAs. 53
52
International Association of Fire Chiefs (IAFC) - “Make Better Decisions: Put Your Data to Work,”
http://www.iafc.org/MemberCenter/OnSceneArticle.cfm?ItemNumber=5840. This article provides an example of how multiple
sources of data can be incorporated into fire and rescue department planning.
53
Fire Service Image Task Force Report: Taking Responsibility for a Positive Public Perception 15
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 47
a. Improve the visibility of the Botetourt County fire and rescue services in the
community.
b. Word-of-mouth recruiting is effective; therefore, each volunteer should be
encouraged to inform their respective community network about Botetourt fire
and rescue services’ training and educational opportunities.
4. The Fire and Rescue Association should encourage career staff to collaboratively work
alongside volunteers to enhance the current relationship.
5. In addition, Botetourt County’s fire and rescue organizations should take advantage of
pre-existing recruitment and retention information. Resources may be downloaded at
the following locations:
a. Emergency Medical Services (EMS)
i. http://www.vdh.virginia.gov/OEMS/Agency/Recruitment/index.htm
ii. http://www.vdh.state.va.us/OEMS/Files_page/Locality_Resources/EMSWorkbook_0405
.pdf
iii. http://www.vdh.state.va.us/OEMS/Files_page/Locality_Resources/EMSWorkbook3.pdf
b. BecomeEMS.org - http://www.becomeems.org/
c. Fire/Volunteer (Guide) - http://www.nvfc.org/resources/rr/retention-recruitment-guide/
d. Fire/Volunteer (Video) - http://www.nvfc.org/files/documents/Retention-and-RecruitmentVolunteer-Fire-Emergency-Services.wmv.
e.
2004 Joint Legislative Audit and Review Commission 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/4d54200d7e28716385256ec1004f3130/87c75ac3706399
4d85256ec500553c41?OpenDocument
Operations and Staffing
Special attention should be made to ensure fire and rescue capabilities are adequate for the
potential hazards presented by the economic developments in Botetourt County and its
interstate highway system.
Recommendations:
1. The County should seek to reduce residents insurance cost by improving Insurance
Service Office (ISO) ratings.
a. This can be accomplished through improved training records and adding more
dry hydrants within the community.
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 47
b. The county should continue working with the Department of Forestry (DOF) to
obtain additional Dry Hydrants.
i.
Grants can be obtained through DOF’s Dry Hydrant Grant Program:
http://www.dof.virginia.gov/fire/dry-hydrants.shtml.
2. Botetourt County fire and rescue services should keep accurate records of incident
response times in order to continuously assess response capabilities.
a) It is recommended that the county utilize the NFPA guidance documents as
resource documents.
b) 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.
31 of 47
REFERENCES
Association of Public Safety Communication Officials (APCO). (2012) Project RETAINS Toolkit 2.0
Retrieved on January 19, 2014 from
http://www.apco911.org/resources/retains/retains-toolkit-20.html.
Board of Housing and Community Development. (2009) Statewide Fire Prevention Code.
Retrieved on January 18, 2014 from:
http://www.dhcd.virginia.gov/StateBuildingCodesandRegulations/PDFs/2009/Code%20%20SFPC.pdf.
Bryson, J. (2004). Strategic planning for public and non-profit organization. (3rd ed.). San
Francisco: John Wiley and Sons, Inc.
Code of Virginia. Title 27, Chapter 1, § 27.2: Contracts of cities or towns to furnish fire
protection; emergency medical services. Retrieved on January 28, 2014 from
http://lis.virginia.gov/cgi-bin/legp604.exe?000+cod+27-2
Code of Virginia. Title 27, Chapter 1, § 27.3: Contracts of cities or towns to furnish fire
protection; emergency medical services. Retrieved on January 27, 2014 from
http://lis.virginia.gov/cgi-bin/legp604.exe?000+cod+27-3
Federal Emergency Management Agency. (May 2013). Incident Command System (ICS)
Overview. Retrieved on January 26, 2014 from http://www.fema.gov/incidentcommand-system.
Federal Emergency Management Agency: United States Fire Administration. (1999) Guide to
Developing Effective Standard Operating Procedures for Fire and EMS Departments.
Retrieved on January 19, 2014 from
http://www.usfa.fema.gov/downloads/pdf/publications/fa-197-508.pdf.
Gordon, G. (2005). Strategic planning for local government. (2nd ed., p. 49). Washington, D.C.:
International City/County Management Association.
Hamel, G. (2011). First, let's fire all the managers. Harvard Business Review,
Insurance Services Office (ISO). (2012) Fire Suppression Rating Schedule. Retrieved on January
30, 2014 from http://www.iso.com/Products/Public-Protection-ClassificationService/Fire-Suppression-Rating-Schedule-FSRS-manual-for-PPC-grading.html
International Fire Chiefs Association: Taking responsibility for a positive public perception.
(2013) Fire and Emergency Service Image Task Force. Retrieved on January 18, 2014
from http://www.iafc.org/files/1DEPTadmin/TakingResponsiblity4PositivePublicPerception.pdf.
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 47
International Fire Chiefs Association: Volunteer and Combination Officers Section. (2005)
Leading the Transition in Volunteer and Combination Fire Departments. Retrieved on
January 23, 2014 from http://www.iafc.org/files/1VCOS/vcos_RibbonReportRed.pdf.
International Fire Chiefs Association: Volunteer and Combination Officers Section. (2004)
Preserving and Improving the Future of the Volunteer Fire Service. Retrieved on
February 2, 2014 from
http://www.iafc.org/files/1VCOS/VCOS_Blue_Ribbon_Report.pdf.
National Emergency Numbers Association (NENA). (2011) NENA Standard 56-002: 9-1-1 Call
Answering Standard. Retrieved on February 6, 2014 from
http://www.nena.org/?page=911CallAnswerStnd.
National Fire Protection Association (NFPA). (2010). NFPA 1221: Standard for the Installation,
Maintenance and Use of Emergency Services Communication Systems. (2010 Edition).
Retrieved on February 6, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1221.
National Fire Protection Association (NFPA). (2008). NFPA 1720: Standard on Fire Department
Safety Officer (2008 Edition). Retrieved on February 6, 2014 from
http://www.nfpa.org/codes-and-standards/document-informationpages?mode=code&code=1521
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 February 11, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1720.
National Fire Protection Association (NFPA). (2009). NFPA 1901: Standard for Automotive Fire
Apparatus (2009 Edition). Retrieved on February 11, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1901.
National Fire Protection Association (NFPA). (2012). NFPA 1911: Standard for Inspection,
Maintenance, Testing and Retirement of In-Service Automotive Fire Apparatus (2012
Edition). Retrieved on February 2, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1911.
National Fire Protection Association (NFPA). (2011). NFPA 1912: Standard for Fire Apparatus
Refurbishing (2011 Edition). Retrieved on February 6, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1912.
National Fire Protection Association (NFPA). (2013). NFPA 1971: Standard on Protective
Ensembles for Structural Fire Fighting and Proximity Fire Fighting (2013 Edition).
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 47
Retrieved on February 6, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1971.
National Fire Protection Association (NFPA). (2013). NFPA 1981: Standard on Open-Circuit SelfContained Breathing Apparatus (SCBA) for Emergency Services (2013 Edition). Retrieved
on February 6, 2014 from
http://www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=1981.
Moore, M. (1995). Creating public value: Strategic management in government. (pp. 160-165).
Cambridge, Massachusetts: Harvard University Press.
Morgan, J. (2013, July 23). 5 must-have qualities of the modern manager. Forbes Magazine,
Retrieved from http://www.forbes.com/sites/jacobmorgan/2013/07/23/5-must-havequalities-of-the-modern-manager/
Shouldis, W. (2005, July). Officer development on a budget. Fire Engineering, 158(7), 69-72.
Ten Years After 9/11: Improving Emergency Communications: Hearing before the U.S. Senate
Homeland Security and Governmental Affairs Committee, 112th Congress (July 27,
2011). Testimony of Greg Schaffer (Department of Homeland Security).
United States Census Bureau. (February 2, 2014) Botetourt County Quick Facts. Retrieved on
February 22, 2013 from: http://quickfacts.census.gov/qfd/states/51/51195.html.
Virginia Department of Health (2013). Ems training programs summary. Retrieved on February
6, 2014 from http://www.vdh.state.va.us/OEMS/Training/tprog.htm
Virginia Economic Development Partnership. (July 2012) Community Profile: Botetourt County,
Virginia. Retrieved on February 6, 2014 from
http://virginiascan.yesvirginia.org/communityprofiles/createPDF.aspx?src=map2&id=5
Virginia Employment Commission. (May 30, 2013) Botetourt County Community Profile.
Retrieved on February 7, 2014 from
http://virginialmi.com/report_center/community_profiles/5104000009.pdf
Virginia Fire Services Board. (2013). Fire and Emergency Medical Services Self-Assessment
Questions. Virginia Department of Fire Programs: Glen Allen, VA.
Waters, Michael. Make Better Decisions: Put Your Data to Work. International Fire Chiefs
Association on Scene (April 2012 Edition). Retrieved on February 6, 2014 from
http://www.iafc.org/MemberCenter/OnSceneArticle.cfm?ItemNumber=5840.
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 47
APPENDIXES
Appendix 1: Botetourt County Letter of Request – August 2013
Appendix 2: Botetourt County - Virginia Fire Incident Reporting System Report Summary
APPENDIX 3: Botetourt County – Virginia Pre-Hospital Information Bridge Report Summary
Appendix 4: Botetourt County Training Summary for FY2009 to FY2013
Appendix 5: Botetourt County 2013 Needs Assessment Summary Statistics
Appendix 6: Botetourt County FY2014 Aid-to-Localities Allocation 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.
35 of 47
APPENDIX 1: BOTETOURT COUNTY 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.
36 of 47
APPENDIX 1: BOTETOURT COUNTY LETTER OF REQUEST CONT:
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 47
APPENDIX 2: BOTETOURT COUNTY – VIRGINIA FIRE INCIDENT REPORTING SYSTEM REPORT
The Virginia Department of Fire Programs manages the Virginia Fire Incident Reporting
System (VFIRS). VFIRS is the statewide system for tracking all emergency responses with fire
departments in Virginia. By reporting their incidents to VFIRS, fire departments document
the details of their incidents for legal purposes and documenting the overall activities of their
fire department.
Incident Type Summary, Botetourt County, Virginia 2008-2012*
Incident Type
Fires
EMS/Rescue
Hazardous Condition
Service Calls
Good Intent
False Alarm
Other
Total Incidents
Aid Given
Exposures
Grand Total
2008
2009
2010
2011
2012
Total
115
101
136
135
73
560
228
251
287
451
305
1,522
90
145
72
105
69
481
16
24
15
32
23
110
122
118
100
151
88
579
78
91
87
54
37
347
5
654
2
732
1
698
21
949
1
596
30
3,629
274
325
417
425
479
1,920
2
930
0
1,057
0
1,115
0
1,374
0
1,075
2
5,551
Fire Dollar Loss Summary, Botetourt County, Virginia 2008-2012*
Year
Dollar
Loss
2008
2009
$513,500
2010
$609,300
2011
$283,400
2012
$622,200
Total
$182,250
$2,210,650
Casualty Loss Summary, Botetourt County, Virginia 2008-2012*
Incident Type
Civilian Fire Injuries
Civilian Fire Deaths
Fire Service Injuries
Fire Service Deaths
2008
2009
2010
2011
2012
Total
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
0
0
0
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 47
APPENDIX 2: BOTETOURT COUNTY – VIRGINIA FIRE INCIDENT REPORTING SYSTEM REPORT
VFIRS Participation By Fire Department, Botetourt County, Virginia 2008-2012*
Fire Department
2008
Botetourt Co. Emergency Services
Blue Ridge Vol. Fire & Rescue, Inc.
Troutville Vol. Fire Dept.
Buchanan Vol. Fire Dept.
Fincastle Vol. Fire Dept.
Eagle Rock Vol. Fire Dept.
Glen Wilton Vol. Fire Dept.
2010
2011
2012
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
5
7
71%
6
7
86%
6
7
86%
7
7
100%
6
7
86%
Yes
Yes
Yes
Total Fire Departments Participating
Total Fire Departments
Percent Reporting
2009
Yes
Incident Type Summary, Botetourt County, Virginia,
2008-2012
False Alarm
9.6%
Other Calls
0.8%
Fires
15.4%
Good Intent
16.0%
Service
3.0%
Rescue and
EMS
41.9%
Hazardous
Condition
13.3%
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 47
APPENDIX 3: BOTETOURT COUNTY – VIRGINIA PRE-HOSPITAL INFORMATION BRIDGE REPORT
SUMMARY
The Virginia Department of Health’s Office of Emergency Medical Service manages the Virginia
Pre-Hospital Information Bridge (VPHIB). VPHIB is the statewide system for tracking all
emergency medical services (EMS) responses with EMS organizations in Virginia. In accordance
with the Code of Virginia, “Maintaining a comprehensive emergency medical services patient
care data collection and performance improvement system. (32.1-111.3)”
Blue
Ridge
VFD/RS
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
2013
15
2
13
12
23
18
25
15
NR
2012
12
29
32
24
19
6
29
19
21
21
17
28
17
34
24
14
21
25
21
15
13
28
42
39
18
8
31
21
25
18
42
45
26
18
14
24
28
12
17
13
5
18
20
18
16
5
14
32
17
15
5
20
22
21
18
8
13
19
28
16
Oct
Nov
2011
2010
2009
2008
Oct
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Botetourt
2013
Co.
2012
EMS
2011
251
236
208
268
238
210
236
220
215
211
194
174
219
261
226
244
223
204
256
228
237
236
231
181
310
265
249
224
219
196
234
251
178
257
207
198
255
290
256
266
229
242
178
277
249
154
217
199
131
264
270
255
215
197
Oct
2010
2009
2008
Eagle
Rock
VFD/RS
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
2013
2012
2011
2010
2009
2008
8
8
4
29
24
25
12
18
10
21
23
24
11
18
15
23
18
34
17
10
15
18
19
18
15
2
8
15
33
28
13
11
9
15
47
31
NR
14
17
18
17
29
NR
14
27
23
19
46
NR
6
16
19
24
26
5
16
21
20
29
Nov
231
345
250
264
198
Nov
12
6
12
24
22
Dec
275
245
171
244
216
Total
Year
123
2013
159
304
287
283
207
2012
2011
2010
2009
2008
1363
Grand
Total
Dec
Total
Year
2013
264
221
222
215
212
2070
3062
2899
2758
2696
2427
2012
2011
2010
2009
2008
Dec
Total
Year
26
20
9
19
28
76
144
163
223
287
340
2013
2012
2011
2010
2009
2008
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 47
Grand
Total
15912
Grand
Total
1233
APPENDIX 3: BOTETOURT COUNTY – VIRGINIA PRE-HOSPITAL INFORMATION BRIDGE REPORT
SUMMARY: CONT:
Fincastle
RS
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
2013
2012
2011
2010
2009
2008
58
52
72
56
47
48
47
58
61
39
29
62
55
56
32
54
38
56
55
54
36
31
48
42
43
70
36
41
38
44
50
49
55
17
44
40
44
89
61
25
40
71
35
91
50
20
44
47
22
47
39
34
56
14
Oct
48
47
39
61
20
Nov
63
53
34
61
24
Dec
Total
Year
56
64
60
46
40
409
733
606
450
552
508
2013
2012
2011
2010
2009
2008
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 47
Grand
Total
3258
APPENDIX 4: BOTETOURT COUNTY TRAINING SUMMARY FOR FY2009 - FY2013
This information is a compilation of training data, for Fiscal Years 2009 through 2013, from the
Fire Service Training Record System (FSTRS) maintained by the Virginia Department of Fire
Programs. For more information on FSTRS visit,
http://www.vafire.com/fire_service_training_record_system/index.htm
Course
Students
ADJUNCT INSTRUCTOR IN-SERVICE TRAINING
ARFF - GENERAL AVIATION 16 HOUR (STRUCTURAL)
BASIC PUMP OPERATIONS - 16-HOUR TRAINING PROGRAM
COMMAND AND GENERAL STAFF FUNCTIONS - PRACTICAL EVOLUTIONS
COMMUNICATING WITH CHILDREN
CONFINED SPACE RESCUE
CONFINED SPACE RESCUE (16-HOURS)
DRIVER/OPERATOR PUMPER CERTIFICATION COURSE NFPA 1002-08
DRIVER/OPERATOR-AERIAL CERTIFICATION COURSE NFPA 1002-98
EMERGENCY VEHICLE OPERATION - CLASS 1
EMERGENCY VEHICLE OPERATION - CLASS 2
EMERGENCY VEHICLE OPERATION - CLASS 3
ENVIRONMENTAL CRIMES AWARENESS
EVOC TRAIN-THE-TRAINER
EVOC - TRAIN-THE-TRAINER UPDATE
FARM MACHINERY EXTRICATION
FIRE ATTACK - ESSENTIALS
FIRE ATTACK II - BASIC NFPA 1403-92
FIRE INSPECTOR I & II - (NFPA 1031-03)
FIRE INSPECTOR IN-SERVICE TRAINING
FIRE INSPECTOR LEGAL IN-SERVICE
FIRE INSTRUCTOR I - NFPA 1041-07
FIRE INSTRUCTOR I - UPGRADE NFPA 1041-02
FIRE INSTRUCTOR II CERTIFICATION COURSE NFPA 1041-07
FIRE INSTRUCTOR III NFPA 1041-87
FIRE INVESTIGATOR - (NFPA 1033-03)
FIRE INVESTIGATOR "IN-SERVICE" TRAINING
FIRE OFFICER I CERTIFICATION COURSE (NFPA 1021-97)
FIRE OFFICER II - (NFPA 1021-03)
FIRE OFFICER III - (NFPA-1021-09)
FIRE SERVICE TRAINING - AIRCRAFT LIVE FIRE TRNG
FIRE SERVICE TRAINING - GENERAL
6
8
6
0
13
9
5
0
5
60
86
85
0
0
2
8
3
0
2
2
1
25
14
9
0
1
2
14
7
6
1
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.
42 of 47
APPENDIX 4: BOTETOURT COUNTY TRAINING SUMMARY FOR FY2009 - FY2013, CONT.
Course
Students
FIRE SERVICE TRAINING -INCIDENT MANAGEMENT SYSTEM
FIREFIGHTER I - NFPA 1001 -08
FIREFIGHTER I AND II - T-T-T
FIREFIGHTER I COMPLETE COURSE
FIREFIGHTER II - NFPA 1001-02
FIREFIGHTER II COMPLETE COURSE
H-465 - INTERMEDIATE ICS FOR EXPANDING INCIDENTS - T-T-T
H-465/ICS 300 - INTERMEDIATE ICS FOR EXPANDING INCIDENTS
H-467 - ADV ICS FOR CGS & MACS FOR OPS 1ST RESPONDERS - T-T-T
H-467/ICS 400 - ADVANCED ICS FOR CGS & MACS OPS 1ST RESPONDERS
HAZARDOUS MATERIALS AWARENESS NFPA 472-02
HAZARDOUS MATERIALS AWARENESS NFPA 472-97
HAZARDOUS MATERIALS AWARENESS & OPERATIONS NFPA 472-08
HAZARDOUS MATERIALS OPERATIONS - NFPA 472-98
HAZARDOUS MATERIALS OPERATIONS - T-T-T UPDATE
I-200 - ICS FOR SINGLE RESOURCES & INITIAL ACTION INCIDENTS
ICS-300: INTRM ICS FOR EXPANDING INCIDENTS - ST AGENCIES
ICS-400: ADVANCED ICS FOR CGS, COMPLEX INCIDENTS AND MACS
INTRO TO NAT'L FIRE INCIDENT REPORTING (V.5)
INTRO. TO NAT'L FIRE INCIDENT REPORTING (V.5) TRAIN-THE-TRAINER
INTRODUCTION TO COMMAND
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 (16-HOURS)
MAYDAY AWARENESS ONLINE TRAIN-THE-TRAINER
MAYDAY, FIREFIGHTER DOWN - AWARENESS (C/R & P/R)
MAYDAY, FIREFIGHTER DOWN 16-HOUR PROGRAM
MERT AWARENESS - NFPA 610-10
N.F.A. - PREPARATION FOR INITIAL COMPANY OPERATION (PICO)
N.F.A. ARSON DETECTION FOR THE FIRST RESPONDER (ADFR)
N.F.A. EMERGENCY RESPONSE TO TERRORISM: BASIC CONCEPTS
N.F.A. FIREFIGHTER SAFETY & SURVIVAL: CO. OFFICER
N.F.A. INCIDENT COMMAND SYSTEM
N.F.A. INCIDENT SAFETY OFFICER (ISO)
N.F.A. LEADERSHIP I: STRATEGIES FOR COMPANY SUCCESS
0
71
0
0
8
0
1
3
1
0
17
0
80
0
4
0
0
0
0
0
0
0
1
1
8
0
0
13
0
1
7
0
0
4
13
15
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 47
APPENDIX BOTETOURT COUNTY TRAINING SUMMARY FOR FY2009 - FY2013, CONT.
Course
Students
NFA - COURTROOM PREPARATION FOR FIRST RESPONDERS
NFA - JUVENILE FIRESETTER I
NFPA 1403 AWARENESS
NIMS - ICS PLANNING AND FORMS
OFFICER DEVELOPMENT SEMINAR
PROTECTIVE BREATHING APPARATUS - SPECIAL OFFERING
PUBLIC FIRE & LIFE SAFETY EDUCATOR I (NFPA 1035)
ROPE RESCUE AWARENESS AND OPERATIONS - PHASE 1
ROPE RESCUE OPERATIONS - PHASE 2
RURAL WATER SUPPLY - 16 HOUR TRAINING PROGRAM
TRAFFIC IMS FOR THE FIRST RESPONDER T-T-T
TRAFFIC INCIDENT MANAGEMENT FOR EMERGENCY RESPONDERS
TRENCH RESCUE OPERATIONS
VEHICLE RESCUE AWARENESS AND OPERATIONS
VEHICLE RESCUE TECHNICIAN - NFPA 1006-03
VFIRS/NFIRS DATA ANALYSIS & PROBLEM SOLVING TECHNIQUES
VIRGINIA FIRE INCIDENT REPORTING SYSTEM - VER. 5 BASIC TRAINING
VIRGINIA FIRE INCIDENT REPORTING SYSTEM - VER. 5 OVERVIEW
WRITTEN TEST & SKILLS TEST EVALUATOR
0
5
33
0
8
0
3
1
2
0
0
2
0
14
6
0
0
1
7
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 47
APPENDIX 5: BOTETOURT COUNTY – 2013 NEEDS ASSESSMENT SUMMARY STATISTICS
The Fire Service Needs Assessment is an annual survey conducted by the Virginia Department
of Fire Programs. Fire departments complete a survey questionnaire designed to identify their
critical needs. Results are compiled and published in a comprehensive report available each
January. The Department of Fire Programs received responses from all six fire departments
located in Botetourt County.
Fire Department Personnel
Career Firefighters
Volunteer Firefighters
Paid-Per-Call
Total Firefighters
Current*
34
125
0
159
Civilian-Paid
Civilian-Volunteer
Total Civilian Personnel
Need Reported**
3
25
0
28
1
25
26
0
0
0
*Taken from Supplemental Table 1 of the 2012 Virginia Fire Service Needs Assessment.
**Number from Supplemental Table 7, means needed on top of the total column.
Apparatus Owned
Aerial Apparatus
Ambulance/Other Patient Transport
Command Support Unit
Command Vehicle (SUV)
Engine/Pumper
Fire/Rescue Boat
Hazardous Materials Vehicle
Heavy Technical Rescue Vehicle
Logistical Support Apparatus
Quint Combination Vehicle
Tanker
Wildland Brush Truck
Other Apparatus
Current*
0
17
0
4
15
5
0
3
1
1
5
8
11
Need Reported **
1
2
0
0
1
0
0
0
0
0
0
0
0
*Taken from Supplemental Table 2
**Taken from Supplemental Table 5
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.
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APPENDIX 5: BOTETOURT COUNTY – 2012 NEEDS ASSESSMENT SUMMARY STATISTICS
Equipment Owned
4-Gas Monitors
Map Coordinate System – GPS
Mobile Data Terminals
Personal Alert Safety Systems
Personal Protective Equipment
Radios with Emergency Alert Button
Radios without Emergency Alert Button
Self-Contained Breathing Apparatus (without
integrated PASS)
Self-Contained Breathing (with integrated PASS)
Thermal Imaging Cameras
Other Equipment
Current*
12
0
0
0
175
325
0
175
0
8
0
Need Reported **
25
0
15
0
0
50
0
0
0
0
0
*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.
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APPENDIX 6: BOTETOURT COUNTY FY2014 AID-TO-LOCALITIES ALLOCATION REPORT
Description
Population (2010 Census)
FY2014 Allocation
Botetourt County
Buchanan
Fincastle
Troutville
31,186
1,178
353
431
$87,614
$10,000
$10,000
$10,000
Total
33,148
$117,614
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.
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