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Home My WebLink About20031671.tiff NORT$ it 12i W P w 10550 Huron Street Northglenn, Colorado 80234 W-+ (303)452-9910 FAX (303) 451-0289 John J. O'Hayre Fire Chief METRO June 13, 2003 Board of County Commissioners Weld County 915 Tenth Street Greeley, CO 80632 Dear County Commissioners: With the culmination of over two and a half years of planning activity, North Metro Fire Rescue District Board Directors approved the Strategic Plan in November of 2002, which details the goals and objectives for the Fire District over the course of the next five to seven years. Broken down into eleven sections, the Strategic Plan document establishes a plan for the implementation of short and long-term goals. Since the completion and adoption of the Strategic Plan, Fire District personnel have begun the process of implementing this defined vision. Enclosed you will find a personal copy of this document for your reference; and now six months into 2003, North Metro Fire Rescue would like to update you on the progress of the Strategic Plan's implementation. While various objectives have been met in each of the eleven sections in the Plan, the following information highlights four areas of significant interest to the community in which we serve. Communications The first goal to provide a high-quality, reliable Fire Department communications system has been at the forefront of department priorities. Over many months, efforts have been dedicated to reviewing the communication systems to ensure the compliance with all applicable Federal Communications Commission regulations, securing the funding for the identified new radio communications system, and providing for the proper repair and maintenance of the new communications system. In addition, the department has completed the most complex objective to meet our second Goal of eliminating response delays created by handoff information from PSAP's to dispatch centers. North Metro Fire Rescue recently switched to a combined communication center system utilizing both Adams County Communication Center and Broomfield Communication Center to reduce phone transfers between Centers. Disaster Management Over the course of the last three years, preparing for a mass casualty event has been brought to the local first responder level. Substantial work on the goal of establishing an Incident Management Serving Broomfield and Northglenn (7 /7,/ Or till 1 2003-1671 Group HMG) with the charge to develop disaster response protocols has been completed on time. These objectives have laid the foundation to build an effective disaster management team. In addition, several objectives have been met in identifying resources and developing needed agreements with private and public sector entities for assistance in times of disaster incidents. These agreements help North Metro Fire Rescue ensure the availability and emergency use of equipment, materials and services when needed. Fire Suppression The Fire District's planning identified the completed objectives of purchasing and staffing an aerial platform of 100' length or greater, developing mutual aid agreements with surrounding fire jurisdictions and developing communications capabilities with all mutual and automatic aid departments have been completed. An additional goal created an emergency call back system that will provide a reliable, rapid and efficient mechanism for recalling off-duty personnel during crisis situations was also established. Special and Tactical Rescue The area involving special and tactical rescue capabilities are also high on the Fire District's priorities list. Significant progress has been realized with the development of a continuous program to secure advanced and improved special rescue equipment, training and response. Through this goal, special rescue response equipment and training have been provided in the areas of: auto extrication and ice rescues, deployment to confined space and trench rescues, high-angle and building collapse rescues, and the safe rescue of firefighters trapped by fire during operations. While the implementation of the Strategic Plan is in its early stages, North Metro Fire Rescue has already accomplished significant objectives and goals. During the next 18 months some of the items that you can expect North Metro Fire Rescue to complete, include: • Completion of Customer Service Goal: while many parts of this goal have been underway, the implementation of the training and customer service programs will occur in June 2003. • Emergency Medical Services objectives: including the location and building of future fire stations to place paramedic personnel and apparatus throughout the growing District. • Completion of Public Education and Information Goal: while some objectives are on-going, the next six months will also include the launch of a new department web site and PSA campaign. North Metro Fire Rescue will continue to keep you updated throughout our progress. If you have any specific questions regarding these objectives and goals, please contact me or Deputy Chief Dennis Day at (303) 452-9910 at your convenience. Sincerely, John O'Hayre Fire Chief Norms W dI Iv �lILiI METRO Snag PM November 14, 2002 2 METRO N \ F 10550 Huron Street R R Northglenn, Colorado 80234 H t E (303) 452-9910 FAX (303) 451-0289 John J.O'Hayre Fire Chief RESCUE EXECUTIVE SUMMARY This 2002 Strategic Plan for the North Metro Fire Rescue District was developed over a four- year period beginning in 1998; and, establishes a plan for implementation of short and long term goals for the Fire District. At the outset, the Fire District was part of the consolidated North Metro Fire Rescue Authority which was created in 1994 by the merger of the City of Thornton Fire Department and the West Adams County Fire Protection District. On January 1, 2000, the Fire Authority was dissolved and the City and District fire departments were separately re-established. The planning process was delayed for a two-year period to allow the Fire District to re-evaluate its needs and to re-affirm its service levels following the dissolution. While much of the original data and research used in the early planning process required review and updating, this data provided an excellent baseline for continuing with the Strategic Planning activities for the new North Metro Fire Rescue District. This plan is an operational framework upon which to build the fire district for the new millennium. Major recommendations for the Board of Directors' adoption include: • Creation of a new Management Information System. • Implementation of a new 800 MHz emergency communication system to facilitate communications with surrounding jurisdictions and enhanced emergency dispatch. • Fostering a sensitive and responsive customer service attitude and philosophy to better serve the Fire District's constituents. • Development of and implementation of a new disaster management and response system within the Fire District. • Creation of an ALS First Responder and Medical Transport system. • Providing enhanced levels of fire prevention and life safety in all newly constructed and existing occupancies in the Fire District. • Enhancement of fire suppression activities through evaluation and review of the minimum essential tasks for all fire incidents. North Metro Fire Rescue District— Strategic Plan November 14, 2002 Serving Broomfield and Northglenn 3 • Continued participation in the Adams/Jeffco HazMat Regional Team for enhanced HazMat operations. • Adoption and implementation of an all-risk system to determine public fire safety education and information systems. • Enhancing and expanding where necessary, the Fire District's special and tactical rescue capabilities to keep pace with the needs of an increasing population base. The Plan's specific goals and objectives are discussed in detail in the various sections of this document as outlined below: • Administration • Communications • Customer Service • Disaster Management • Emergency Medical Services • Fire Prevention • Fire Suppression • Hazardous Materials • Training • Public Education and Information • Special and Tactical Rescue All of the goals approved by the Board of Directors were derived from the Fire District's Mission Statement and the Vision and Values Statements that frame the service levels and the philosophies of a twenty-first century fire rescue service — the North Metro Fire Rescue District. North Metro Fire Rescue District—Strategic Plan November 14, 2002 4 Table of Contents Page Acknowledgements 7 The Fire District 8-11 The Planning Process 12-13 Background and Organization 12 Hierarchy 13 The Plan District Mission Statement 14 District Vision and Values 14 Strengths and Weaknesses (Challenges) 15 Environmental Analysis 16 Strategic Business Units 17 Administration 16-21 Functional Areas 18 Administration Facilities 19 Management Information System 20 Goals/Objectives 21 Communications 22-23 Dispatch System 22-23 Radio System 23 Goals/Objectives 23 Customer Service 24-25 Goals/Objectives 25 Disaster Management 26-29 Incident Management Group 27 Emergency Operations Center 27 Response Procedures 28 Public/Private Partnering 28 Emergency Sheltering and Resources 29 Goals/Objectives 27-29 North Metro Fire Rescue District- Strategic Plan November 14, 2002 5 Page Emergency Medical Services 30-33 Quality Assurance System 30 Response and Arrival Time Standards 31 Advanced Life Support System 32 Goals/Objectives 32-33 Fire Suppression 34-38 Overview 34 Current Suppression Capabilities 35-36 Fire Ground Essential Tasking 36-37 Goals/Objectives 36-38 Hazardous Materials 39-41 Adams/Jeffco Regional Team 39-40 Goals/Objectives 40-41 Special and Tactical Rescue 42-43 Goals/Objectives 42-43 Fire Prevention 44-50 New Construction Plans Review 45-46 Inspection Programs 47 Performance Based Design & Construction Techniques 47-48 Fire Investigation 48-49 Goals/Objectives 49-50 Training 51-55 Administration 51-52 Recruit Academy 52 Safety 52 Training Center 53 Career Development Program 53-54 Data Base Management System 54 Goals and Objectives 52-55 North Metro Fire Rescue District— Strategic Plan November 14, 2002 6 Page Public Education and Information 56-59 Public School Education Program 56 Citizen Accident and Reduction Education (CARE) 56 Risk Watch Program 56-57 Public Information 57-58 The Internet 58 Video Programming 58-59 Goals/Objectives 59 Appendix I- Fire Prevention Division Situation Analysis 60 Appendix II- Fire Prevention Computer Needs 61-62 Appendix Ill - Two-In/Two-Out Standard Operating Procedure... 63-65 Appendix IV-Station Locations 66 North Metro Fire Rescue District- Strategic Plan November 14, 2002 7 Acknowledgements • Board of Directors Richard J. O'Grady, President Neola Roberts Robert Roy Elizabeth Moser H. Ross Sibley Richard M. Perse II • John J. O'Hayre, Fire Chief • Dennis D. Day, Deputy Chief • Keith Brown, Division Chief • Joe Bruce, Division Chief • Planning committee chairs (By Strategic Business Unit) Public Education/Inf. Battalion Chief Sam Walters Special Rescue Lieutenant John Pawlik Prevention/Investigations Division Chief Keith Brown Customer Service Lieutenant Steve Pelster Haz Mat Lieutenant Tim Ekberg Disaster Management Division Chief Joe Bruce Admin./Data Collection Deputy Chief Dennis Day Communications Captain Rich Randall EMS Battalion Chief Sam Walters Suppression Deputy Chief Dennis Day/ Battalion Chief Dave Ramos • Support Staff - Pat Algrim, Data Collection - Gaylene Wagoner, Financial Information - Pam Kutchen, Administration Support - Marie Moran, Administration Support North Metro Fire Rescue District-Strategic Plan November 14, 2002 8 THE FIRE DISTRICT The North Metro Fire Rescue District (originally known as West Adams County Fire Protection District) was formed in 1945 by a group of 30 volunteers from the area of Eastlake, Colorado. Today the firefighting force consists of 87 full-time paid staff serving an area of 115 square miles with a population of approximately 90,000 people. The Fire District boundaries present a unique firefighting challenge in that almost all types of fire protection are required. Contained within these boundaries is a wide mix of heavy industrial, light manufacturing, and commercial/retail occupancies; the Jefferson County Airport facility; Colorado and Southern Rail Lines; Interstate Highway 1-25 and U.S. Highway 36; densely populated areas of two cities (the City and County of Broomfield, and the City of Northglenn); and agricultural areas which also include energy research facilities and oil and gas exploration wells. Services provided by the department include fire protection, hazardous materials response, heavy rescue services and emergency medical response that include ambulance transport and advanced life support treatment. All emergency service employees are minimally certified to the Emergency Medical Technician (EMT) level, with 30 employees certified to the Paramedic and the EMT-Intermediate levels. The Department is administered by a five-member Board of Directors and Fire Chief John J. O'Hayre. The department is continually upgrading its fire training techniques and the delivery of emergency services to the citizens of the City and County of Broomfield, the City of Northglenn, and unincorporated portions of Adams, Boulder and Jefferson Counties. In 1994, the Fire District and the City of Thornton, Colorado, merged fire departments to form the North Metro Fire Rescue Authority. This merger provided emergency services to the north metro area for six years until its dissolution in the year 2000. Differing and sometimes conflicting service level demands required that the City and the Fire District re-establish its separate fire departments to better focus on the priorities of each community. Today, the two departments still enjoy a good working relationship and provide continuous assistance to one another through mutual and automatic aid agreements. Following the dissolution, the Fire District reopened its 105th and Huron fire station, which was previously utilized as an administration facility for the Fire Authority. The department was converted from a combination paid/volunteer system to a fully paid organization on January 1, 2000. Today, the North Metro Fire Rescue District operates from five fire station locations. In 2001, the Fire District personnel responded to 6,750 emergency calls for service; and, utilized a combined operating and capital budget of$8,093,519. North Metro Fire Rescue District- Strategic Plan November 14, 2002 ) ) ) Z s NORTH METRO FIRE RESCUE DISTRICT ca 7----t IL IR a I 19 to ci 11C0 RD co II —� O1) 168th Ave. RE � 160th Ave. [—r--, la 4 ( 152nd Ave. to /' 7 ..N.N‘L-1 .� —1-.- 1 it r � ti144th Ave. 1l 136th Ave. Iir °I-7-164 13 , — /-J L__,i 128th Ave. i �_—r. r 7 —Li-. i 2 'J� ' 1y9OthAve. mJI i - I I t- - ■ / sue I J = r� a f 112th Ave. co o r . ,u \lib I rr / up 10 Calls for service (actual through 2001*— projected through 2005). Calls 15000 10000 Mil e Calls 50000 l_" I_ ' l 1995 1997 1999 2001 2003 2005 * Data for 1995 through 1999 includes calls for service to the City of Thornton (North Metro Fire Rescue Authority.) THE COMMUNITIES Population The resident population served by the North Metro Fire Rescue District is estimated at 94,500. The two urban centers of the Fire District are the City of Northglenn with a population of 33,130 and the City and County of Broomfield with a population of 42,000. The portions of unincorporated Adams, Jefferson, and Boulder Counties make up the remaining 20,000 estimated population. Population totals and projections through the year 2005 are reflected below. Year Northglenn Broomfield Total District 1990 27,195 24,634 68,000 1995 29,379 31,448 77,783 2000 31,563 38,262 89,290 2005 35,480 55,000 115,700 Property Values Protected Property values in the Fire District, including new construction activity, have continued to elevate at an average 10.1% per year over the past 10 years. Recent valuations have included several large development (and re-development) projects that have been completed since 1995. The re-development of the Northglenn Marketplace, construction of the new Interlocken Technology Park and the 1999 opening of Flatiron Crossing Mall have all contributed to the rapid increase in property values protected by the Fire District. New developments still in progress include the Preble Creek development in Broomfield and many smaller projects spurred by the construction of the Northwest Parkway (continuation of C- 470, E-470 loop around the metro area). North Metro Fire Rescue District- Strategic Plan November 14, 2002 11 PLANNING ASSUMPTIONS The Strategic Plan is based on many assumptions about the Fire District. Specific assumptions related to a given Strategic Business Unit (SBU) are discussed in detail in each SBU section. The more broadly defined assumptions for the overall plan document are reflected below: • Population increases and construction build-out will continue in the area through 2010. • Calls for service will continue to increase annually due to projected population increases, expanding non-resident employee base, development in the area, infill of population to meet job growth, transportation improvements, and citizen demand. • The Fire District's financial resources will experience average growth as new construction continues; however, due to limited availability of areas suitable for new construction in the Fire District, smaller and smaller tax revenue increases will be available to meet future public safety needs through build-out. • Fire codes will require continuing updates and improvements to provide for more effective fire control and suppression with a stable work force. North Metro Fire Rescue District- Strategic Plan November 14, 2002 12 THE PLANNING PROCESS The North Metro Fire Rescue District's (NMFRD) (then the Fire Authority) senior management convened a series of discussions in late 1997 regarding a formalized strategic planning process. A one-day workshop was held at the Thornton Recreation Center in November of 1997 to examine and discuss various planning processes and requirements. Over 30 NMFRD personnel attended, which included senior administration staff, line supervisors and members of the firefighters local union. Following this session, NMFRD contracted with Chuck Burkell of Burkell & Associates from Gettysburg, Pennsylvania to provide facilitation and planning process assistance. The planning team was identified, and the first facilitated planning workshop session occurred on February 12-13, 1998 at the Authority's administration offices. The consultant recommended a series of sequential planning steps that would be utilized. Those activities were: • Establishment of a timetable for the planning process. • Completion of a "planning to plan" set of activities. • Completion of a "values audit" review and discussion for NMFRD. • A review and analysis of the existing Mission and "Mission Statement" of NMFRD. • Completion of a "SWOT Analysis" regarding NMFRD (Strengths-Weaknesses- Opportunities-Threats). • Identification of NMFRD Strategic Business Units (SBUs) • Identification of perceived Critical Success Indicators (CSIs) • Establishment of Goals to support SBUs and CSIs. • Establishment of Objectives and Performance Steps to support each identified goal. • Completion of necessary activities to produce the planning document. During 1998, three additional meetings with the planning team and consultant were held to complete these steps. North Metro Fire Rescue senior management assigned personnel to a variety of SBUs that had been identified during the February 1998 session. Each SBU was comprised of personnel who expressed interest in the particular topic, and/or possessed specialized expertise in the SBU subject matter. Personnel who were assigned included Battalion Chiefs, Company Officers, Administration support employees, and Local Union representatives. Senior management made a significant effort to encourage and support department-wide participation in developing this planning document. The SBU groups worked throughout the summer and fall of 1998 and into 1999 gathering data, sharing findings and recommendations with the planning team, and ultimately providing written reports to senior management. SBU recommendations and reports were critiqued by the overall planning team in formal workshop sessions. Since the initial planning activities evolved over a period of 24-months, the planning team was required to continuously adjust and modify data and historical records based on many organizational and environmental events occurring concurrently with the planning process, and North Metro Fire Rescue District— Strategic Plan November 14, 2002 • 13 which would impact the plan. One such event of particular note was the dissolution of the North Metro Fire Rescue Authority on January 1, 2000. The team recognized that the planning process is an evolving process and with the re-establishment of the Fire District, a formalized planning document redirecting the Fire District's activities is necessary. The planning steps outlined earlier in this section were followed closely to increase the reliability and validity of the recommendations that the plan offers to the Fire District Board and the Fire District's citizens. STRATEGIC PLAN HIERARCHY NMFRD Mission STRATEGIC BUSINESS UNITS GOALS OBJECTIVES PERFORMANCE TASKS North Metro Fire Rescue District- Strategic Plan November 14, 2002 14 NMFRD MISSION STATEMENT The mission of the North Metro Fire Rescue District is: To provide the highest quality emergency services to the communities we serve. The North Metro Fire Rescue District will strive to be responsive to the needs of citizens and do all possible to prevent death, and to minimize injury and the destruction of property from occurrences of fire, accident, natural disaster, and medical crisis. VISION AND VALUES STATEMENTS Our vision for the future: • To offer a comprehensive life safety education program. • To provide the needed personnel, equipment, and facilities to accomplish the mission of the organization. • Be sensitive, understanding, and responsive to the needs of our customers and employees. • Formalize continuous organizational planning to assess service delivery needs and to modify plans accordingly. • Maximize employee potential through human resource development in support of the organizational mission. • Ensure the highest possible level of fire safety in new construction and existing occupancies. The NMFRD strategic planning team formed the following value statements based on an audit and survey completed by the entire organization: The Board of Directors, Staff, and employees of North Metro Fire Rescue District are proud of what we do. We desire to do a good job, and are guided by a sense of responsibility to achieve and maintain professional standards. Elements of safety are very important to us. While we acknowledge that there is some fear (of the unknown) regarding the changes confronting us, there is a desire to succeed, and to continually be better able to serve the public and visitors to the NMFRD jurisdiction. North Metro Fire Rescue District-Strategic Plan November 14, 2002 15 SUMMARY OF STRENGTHS AND WEAKNESSES (CHALLENGES) In any planning process, one must know and evaluate the current situations and organizational capabilities to be able to identify future needs and programs. The following elements are examples of current and future assets required to achieve the Fire District's Mission: • The knowledge, skills, and abilities of Fire District personnel. • Organization willingness to change and improve; to face difficult issues and problems; and, to become more effective as an organization. • District personnel committed to getting the job done. • The professional image of the organization. • Continued diversity within the organization. • The size of the organization and jurisdictions served. • Active efforts to upgrade apparatus and equipment. • District involvement in the legislative process. • Receptive and open leadership. • Management efforts and support to help the employees of NMFRD to succeed personally and professionally. • Economic development occurring within the jurisdictions served. • Advanced Life Support medical capabilities on all District fire vehicles. • The fire prevention team. North Metro Fire Rescue District perceives the following elements as examples of current and future challenges to be overcome in striving to achieve its Mission: • Lack of a management information system. • Limited financial resources. • Staffing. • Physical plant facilities, including training areas/structures. • Written communications skills of personnel. • Ability to assess and differentiate wants from needs. • North Metro Are Rescue District-Strategic Plan November 14, 2002 16 ENVIRONMENTAL ANALYSIS Areas of Opportunities The North Metro Fire Rescue District finds itself in an evolving and expanding operating environment that presents opportunities for significant advancement of emergency services. The jurisdictions being served are growing both in population and the resulting economic development of that growth. While regionalization of some services is possible, additional service enhancements by the Fire District will be necessary. Internal to the Fire District, the OSHA required "Two-In/Two-Out"safety requirements and the NFPA 1710 Standard present potential staffing, safety and operational gains, as well as funding and training challenges. Additionally, the Fire District's tuition reimbursement program affords opportunities for Fire District personnel for more formal non-technical training and education. The environmental conditions of growth, safety standards, and educational benefits provide a system of opportunities for personnel development, service level enhancement, and operational improvements to assist the Fire District in addressing its needs. This planning process has allowed the Fire District to identify and prioritize its organizational needs. The ever present political issues surrounding and resulting from municipal growth in the areas currently being served present future service level issues and a political threat to the Fire District's continued existence. The potential of "privatization" of emergency services or the creation of municipal fire service organizations clearly represent potentials for Fire District cutbacks or even ultimate elimination. While necessary funding for resources and staffing is at many times problematic, the same National Fire Protection Association (NFPA) safety standards and Occupational Safety and Health Administration (OSHA) provisions, which present opportunities, also represent ongoing compliance challenges, and resource and funding commitments by the Fire District. North Metro Fire Rescue District—Strategic Plan November 14, 2002 17 STRATEGIC BUSINESS UNITS The strategic plan of NMFRD is organized around the principal services currently being or anticipated to be offered to the residents and visitors to the Fire District. These primary areas have been labeled as "Strategic Business Units" or"SBUs." However, some of the SBUs also identify administrative functional areas that are critical in support of the accomplishment of services delivered to NMFRD's constituents and stakeholders. Since NMFRD primarily provides both emergent and non-emergent services to the public, support tasks such as training, administration, facilities and equipment acquisition and maintenance are critical to the overall success of the organization pursuant of its goals and in fulfillment of its mission. The SBUs identified as critical to NMFRD's future success are listed below: • Administration • Communications • Customer Service • Disaster Management • Emergency Medical Services • Fire Suppression • Hazardous Materials • Special Tactical and Rescue • Fire Prevention • Training • Public Education and Information North Metro Fire Rescue District-Strategic Plan November 14, 2002 18 ADMINISTRATION Functional Areas Overview: The North Metro Fire Rescue District (NMFRD) provides fire, rescue, prevention, education, and administrative services to the City of Northglenn, the City and County of Broomfield, and portions of Adams, Boulder, and Jefferson Counties. As cited earlier, the entire Denver Metropolitan area is growing rapidly. With the dramatic growth occurring in the north metro area and the advent of the newly created City and County of Broomfield, the Fire District's ability to provide quality services has been significantly impacted. Management of growth and subsequent service demands required for the future has changed the manner in which NMFRD conducts its daily activities. The administrative responsibility for the careful planning and deployment of personnel and equipment has never been more critical than at present. The human resource component (fire and emergency medical personnel) of NMFRD is becoming dispersed over a larger and expanding area. Therefore, information, communications and planning are the keys to future success. s-� Each administration department realizes both the value and difficulties associated with timely and thorough communications. Internal efforts towards enhanced information sharing will continue to develop. In addition, management will work to capture and use information efficiently. In order to realistically accomplish this level of information distribution, collection and use, technological tools (i.e. computers) will be modified to department needs and incorporated into the workplace, as required. The functions that define administration services include: Finance Clerical Support Payroll Promotion/Selections Planning Information Systems Benefits Legal Purchasing Accounts Receivable/Payable Personnel Board Services NMFRD must also coordinate resources and its efforts to handle growth with those of the communities we serve. Once the strategic plan is adopted and implementation begins, NMFRD must promote the plan within the context of the comprehensive plans of the cities and counties that are served by NMFRD. This will require specialized care and coordination for all of the areas served. North Metro Are Rescue District—Strategic Plan November 14, 2002 19 Goal #1 To integrate the vision and strategic plan into a coordinated growth effort with and for the communities we serve. Objective A: Establish an administration planning team to disseminate this Strategic Plan information to employees, community leaders, and citizens of the Fire District. The Planning Team will include the use of a Public Information Officer (PIO) to coordinate efforts to reach the community through the media. (Anticipated completion—June 2003) Administration Facilities Overview: The present administration offices at 10550 Huron Street in Northglenn were designed prior to the 1970's as a fire station with limited office space. The growth of the organization has required several remodeling -- ® and addition projects to this building, which have been -> - completed in an attempt to accommodate the increased staff and workspace requirements. Apparatus maintenance activities are also conducted at this same facility. The quality of administration functions and other NMFRD business activities are strained as the organization continues to grow with the space limitations of this present facility. Goal #2 Assess the Administration work environment to improve productivity, accommodate growth, and promote the health, safety, and development of our personnel. Objective A: Ensure a suitable working environment for all Fire District personnel, to include ergonomically correct workstations, clean air systems, and easy access to all facilities. (Active and Ongoing) North Metro Fire Rescue District— Strategic Plan November 14, 2002 20 Management Information System Overview: NMFRD has become increasingly dependent upon computers and other forms of information technology to support services provided to the Fire District's citizens. Computer equipment, including new 1BM-compatible file servers has been added; however, systems compatibility continues to be a significant issue due to a mixture of operating systems and software packages. The local area network (LAN) for Administration has grown from a simple Macintosh network of eight workstations and one file server to a complex configuration of three file servers and 20 workstations, connected to all outlying fire stations via a wide-area network. This network of file servers, printers, workstations and data communication devices is currently being maintained externally on a contract basis utilizing consultant communications companies. A contemporary, comprehensive system capable of managing information to support all of the administration functions earlier cited is warranted. This system must support all current organizational functions, must be scalable (able to expand to meet future needs), and must be flexible enough to accommodate NMFRD's unique needs. The Records Management System (Fire Management Information System or "FMIS") currently in use at North Metro Fire Rescue District to track emergency incident activities is outdated (15 years old), difficult to learn and use, and does not allow extraction of critical data for management use and analysis. The Fire Prevention Bureau and Training Division both are unable to secure needed data to support division functions. Updating the FMIS will require careful coordination with both the Adams County and the City of Broomfield Emergency Communications Centers to ensure total compatibility of dispatch communications and management information technologies. With the World Wide Web (Internet) established as one of the fastest growing communication mediums, NMFRD has established a presence through the development of a web site to help the public to identify the organization, to allow for public contact and access, to provide information for upcoming public education opportunities, and to disseminate information about the Fire District, its programs, and services. In addition to the public's access to the Fire District's web site, all employees of the Fire District have access to the Internet from their workstations to facilitate data gathering on fire industry programs and research of fire related technological advances. The Battalion Chief command vehicle requires mobile computing capabilities for storing pre-incident plans, utilizing Incident Command System (ICS) programs and mapping software. North Metro Fire Rescue District— Strategic Plan November 14, 2002 21 Goal #1 Design, acquire and implement a modern Management Information System (MIS) and system maintenance program. Objective A: Retain a full-time MIS administrator for program and hardware setup and maintenance. The program should also plan for the future inclusion of Geographic Information Systems (GIS) capability and must integrate all emergency response, training and administration information systems including an Automatic Vehicle Locater (AVL) system program, if appropriate. (Anticipated completion—December 2003) Objective B: Implement a data collection software program to provide support analysis and recommendations for NFPA 1710 staffing and national self-accreditation activities. The MIS Administrator will also coordinate the installation of needed software such as Firehouse or Sunpro to manage all records, including preplans, response times, and fire and EMS reports. Future programs may include Risk Hazard and Value Evaluation (RHAVE) as well as Fire Station Location and Mapping Environment(FLAME). (Anticipated completion—June 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 22 COMMUNICATIONS Overview: NMFRD currently contracts for emergency communications and dispatch services with the Adams County Communications Center (ADCOM) located in Commerce City, Colorado. As the Fire District's primary dispatch agency, ADCOM is responsible for receiving 9-1-1 calls for service, as well as receiving transfer calls for service from other Public Safety Answering Points (PSAPs)within the North Metro service area. Until November 15, 2001, the Fire District resided in and provided services to portions of four counties. On November 15, the City of Broomfield became the City and County of Broomfield, the first newly organized Colorado County since 1907. Each of the four counties and the City of Broomfield functioned as 9-1-1 Public Safety Answering Point for their respective jurisdictional areas. An inherent problem when served by multiple PSAPs is that calls for service must be answered at one location and transferred to the dispatch agency for fire equipment response. These transfers cause delays in dispatch; and, in some cases, the information being transferred has been lost or incorrectly broadcast to fire and ambulance response personnel. With the advent of the new City and County, a new emergency dispatch and communications system must be created to eliminate call transfers and minimize response delays. This new system, while not yet totally defined, may include being dispatched out of both the Broomfield and ADCOM dispatch centers, which will create coordination and emergency vehicle accountability difficulties. In addition to the new dispatch system, added radio capacity is also needed. The Fire District currently utilizes a 15-year old UHF radio system with stand-alone repeaters located at several locations. The Fire District has outgrown its UHF capacity and coverage area. The Fire District's primary channel, "ADCOM Fire 3," is currently utilized as a dispatch and communications channel. A secondary channel, known as "ADCOM Fire 4," is operated as a fire ground channel and is also shared with the City of Thornton Fire Department. To keep pace with the growth in the Fire District's service area, a wider area of coverage, improved in-building coverage, and the ability to communicate with surrounding fire agencies is needed. To meet this need, the Fire District is in the process of implementing an advanced 800 MHz digital statewide radio communications system. This system, when completed, will provide coverage throughout the State of Colorado; and, while it will not provide total in-building coverage, the 800 MHz system does offer a vastly improved coverage capability throughout the Fire District. In addition, interoperability with radio systems in surrounding mutual aid areas will also be greatly improved. This system will allow radio coverage for day-to-day operations, as r , well as mutual aid communications for large-scale incidents and for regional technical rescue team operations outside of the Fire District. North Metro Fire Rescue District—Strategic Plan November 14, 2002 23 Goal #1 Provide a high quality, reliable Fire Department communications system. Objective A: Conduct a review of the NMFRD communications systems to ensure compliance with all applicable Federal Communications Commission regulations. (Anticipated completion — January 2003) Objective B: To ensure that the new 800 MHz communications system will provide high-quality and reliable components to meet the following requirements: • Portable radio communications. • Mobile radio communications. • Station alerting system. • Operability with other fire agencies and hospital systems. • Emergency Operations Center capabilities. • Communications capabilities with Adams County Schools and Broomfield City/County government agencies. Objective C: Secure funding for the identified radio communications system. (Complete — January 2002) Objective D: Provide for the proper repair and maintenance of the new communications system and maintain sufficient spare radio equipment supply. (Complete— January 2002) Goal #2 Eliminate response delays created by handoff of information from PSAP's to dispatch centers. Objective A: Design and implement an integrated dispatch system(s), incorporating 800 MHz radio systems, Computer Aided Dispatch (CAD), and fire information systems to support dispatching capability from the City of Broomfield and Adams County Communications Centers. (Anticipated completion— May 2003) Obiective B: Develop an in-station alerting system for emergency dispatch in all North Metro Fire facilities. (Anticipated completion— May 2003) North Metro Fire Rescue District—Strategic Plan November 14, 2002 24 CUSTOMER SERVICE Overview: Customer service is the primary purpose of the Fire District's existence. The perceptions of the Fire District customers about the quality of these services will ultimately determine the need for our existence. Providing the highest quality of service is not only the philosophy of the department, but the philosophy and tradition of our proud profession. With this in mind, more emphasis must be directed towards personnel training and guideline development to help members of our department understand public expectations and acceptable levels of customer service. Our customer service philosophy must be initiated in all training activities and continuously practiced by every member of the department. How we assist the citizen is dependent on their individual need. This could involve a simple task of giving someone travel r ri directions, to efficiently and effectively i- traS . performing numerous tasks involved in large- e ' .--'-.4r-. a =i 0 scale fire and medical emergency incidents. , 4"— '� Not all of the tasks we are asked to and a �I . expected to perform are traditional fire P , department functions. Developing training ��E - si - :. o., i procedures and instilling a customer service ; r, philosophy is necessary to ensure that all "' �r :t y� North Metro personnel are equipped and i r a ; prepared to handle the unusual or unexpected - _ - customer service request. The Fire District Board of Directors, Chief level officers, Prevention Division, Public Education Personnel, Office Personnel, and all Fire Suppression employees are required to work with the customer in different ways; but, the delivery of that service should always be of the highest quality. With the adoption of the NMFRD Mission Statement, the organization has determined that a significant emphasis must be placed on integrity, professionalism, and compassion; all of which must be present in every District and customer service activity. All members of the Fire District are encouraged to be sensitive, understanding, and responsive to the needs of our customers— the taxpaying public. The following objectives will enable the employees of the NMFRD to enhance their awareness and become proficient in delivering the highest quality customer service. North Metro Fire Rescue District— Strategic Plan November 14, 2002 25 Goal #1 To become a progressive, customer service-oriented department by fostering a sensitive, understanding, and responsive attitude towards the customers of the North Metro Fire Rescue District. Objective A: Develop a resource list that may be utilized to assist the customer for all types of fire service incidents. This list would include governmental agencies, locksmiths, contractors and heavy equipment operators, smoke and odor removal companies, and the like. (Anticipated completion—April 2003) Oblective B: Organize and direct a customer service committee to coordinate with fire suppression and emergency medical service personnel in assisting citizens with post emergency incident needs. This committee will assist in providing resources to victims of emergency incidents. This committee may also be called upon to organize special community events (fundraisers or blood drives, etc.) in support of District citizens. (Anticipated completion— March 2004) Objective C: Develop a program to attend neighborhood block parties and watch meetings and other social functions to continually assess community needs and to evaluate this program and to provide information about the District, its programs and services. (Anticipated completion — June 2003) Objective D: Develop and implement a training program for all NMFRD employees to foster professional customer service. (Anticipated completion —June 2003) Objective E: Customer service should also extend to "glad we could help" follow-up post cards, "Helping Hugs" bears for children victims, etc. (Anticipated completion—March 2003) , ,r II I fl\t' 43 4.., 'fit tom ' _ 3 MG Yb North Metro Fire Rescue District—Strategic Plan November 14, 2002 26 DISASTER MANAGEMENT Overview: The occurrence of natural and man-caused disasters worldwide has steadily increased over the last two decades. According to the Federal Emergency Management " ° Agency (FEMA), the number of major disaster declarations in the United States - ' increased steadily since the early 1990's. The 20-year average for such declarations it =%-- R 't` is 34 per year. There were 55 major ' disaster declarations in 1998; and, the horrific events of 2001 affecting - — Washington D.C. and New York City must . be aggressively planned for by all t'- -- emergency service agencies. New York City,NY,September 13,2001--Urban Search and Rescue teams Inspect the wreckage at the World bade Center. The challenge associated with Photo by Andrea Booker/FEMA Photo News conventional disaster planning in many instances results in cumbersome plans that are difficult to execute. In the event of an actual disaster where quick action and critical thinking are required, these plans are often abandoned, sometimes with tragic results. Many of the departments surveyed during this planning process had emergency preparedness plans that fell into this category. The Federal Emergency Management Agency (FEMA) representatives have concurred with this problem, having observed it recently and reporting on it nationally. Departments that have suffered natural and man-caused disasters have concluded that more useable, concise, and deliberate plans would have been more helpful; and, proactive planning as opposed to reactive efforts would also have been advantageous. It is the goal of the Fire District to put forth an emergency preparedness plan by utilizing and applying the lessons learned to an innovative emergency planning process. These components must be broad in scope, concise in definition, and easily remembered and activated in the event of any large-scale emergency incident. Presently, the Fire District is evaluating its disaster preparedness plans to ensure NMFRD's ability to effectively and efficiently mitigate disaster incidents; and, to concurrently address the difficulties confronting NMFRD in handling even small-scale disasters with its limited resources. A disaster of minor proportions can tax the resources of even the largest departments. It becomes imperative that a well-developed disaster plan should include the community and all available resources. North Metro Fire Rescue District—Strategic Plan November 14, 2002 27 Goal #1 NMFRD shall establish an Incident Management Group (IMG) with the charge to develop disaster response protocols for major catastrophic incidents utilizing the key components of the Incident Command System (ICS). Objective A: Identify the positions and personnel needed to staff the IMG. (Complete) Objective B: Develop Standard Operating Procedures (SOPs) for the implementation and activation of the IMG. (Complete) Oblective C: Coordinate with personnel from cities, counties and affected jurisdictions to assess agency needs and external (to the Fire District) resources that may be utilized in the IMG system and to solicit participation from both public and private sector agencies. (Anticipated completion—June 2003) Objective D: Develop staffing depth in the IMG for long-term emergency incidents to provide redundancy and relief elements within the disaster plan. (Anticipated completion—June 2003) Objective E: Establish training programs and provide regular training and exercise opportunities to develop team cohesiveness and efficiency. (Anticipated completion — September 2003) Goal #2 Complete Emergency Operations Center (EOC) at Fire District Headquarters with backup communications center capabilities. Objective A: Complete phone and data-line work already begun in the Headquarters EOC. (Anticipated completion—June 2003) Objective B: Establish "Tri-mode" phone capability as a backup communication system for the EOC. (Anticipated completion—June 2003) Objective C: Complete a back-up base radio system in the EOC or other defined location, to provide additional and redundant radio communications, including radio tape recording capabilities. (Anticipated completion —June 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 28 Goal #3 Develop Disaster Response Guidelines and Standard Operating Procedures (SOPs). Objective A: Identify disaster potentials and evaluate risk assessments within the Fire District's response area. (Anticipated completion—March 2004) Objective B: Develop and produce operational flow charts and procedures to guide staff and line officers through the decision tree for potential or occurring disasters. (Anticipated completion— September 2003) Objective C: Develop Fire District Standard Operating Procedures (SOPs) to define the role of NMFRD personnel in disaster incidents and to further clarify appropriate response guidelines specific to multi-agency disaster scenarios. (Anticipated completion— September 2003) Objective D: Design and conduct annual multi-agency disaster table top exercises. (Anticipated completion— September 2003/Ongoing) Objective E: Conduct full scale multi-agency disaster drills at least once every two years. (Active and Ongoing) Objective F: Establish a communication system to obtain information about, and inform and assure all on-duty employees of the status and safety of their families during disaster incidents. (Complete) Goal #4 Identify resources and develop needed agreements with private and public sector entities to ensure availability and emergency use of equipment, materials, and services. Objective A: Develop a list of resources that may be needed in the event of a disaster. (Anticipated completion—April 2003) Objective B: Identify various public and private resources available to the Fire District, for equipment, materials, and services that may be needed in the event of a disaster. (Anticipated completion—April 2003) Objective C: Identify various public and private resources in adjoining communities, for equipment, materials, and services to supplement resources located within the Fire District that may be needed in the event of a disaster. (Anticipated completion —April 2003) Objective D: Develop contractual and inter-agency agreements necessary to obtain needed resources in the event of a disaster. (Anticipated completion— September 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 29 Objective E: Develop an equipment and service resource manual for use by the Incident Management Group (IMG) to be incorporated into the Disaster Response Guidelines for use in disaster incidents. (Anticipated completion—April 2003) Goal #5 Establish food and shelter reserves. Objective A: Provide a 72-hour reserve of emergency food, water, shelter, and cots for 15 people in all NMFRD fire stations and/or facilities for station personnel and 10 civilians, and a 24-hour food reserve on all engines. (Anticipated completion— September 2003) Obiective B: Provide a 72-hour reserve of emergency food, water and cots for all IMG personnel at the EOC. (Anticipated completion— September 2003) North Metro Fire Rescue District-Strategic Plan November 14, 2002 30 EMERGENCY MEDICAL SERVICES (EMS) Overview: The Fire District currently staffs each first response fire engine with paramedic or l f ~~ Intermediate advanced life support personnel. All non-paramedic personnel are minimally required - to maintain Emergency Medical Technician Basic Jf -e- - (EMT-B) certification. Under current EMS ,,--- operating procedures, the Fire District responds to all requests for medical and/or rescue services within its jurisdictional boundaries. Once stabilized by engine personnel, the patient is transported by NMFRD ambulance or released to a private ambulance company under contract to the Fire District. While the Fire District and the contract ambulance companies may operate under separate medical advisors, all agencies are required to function under a single set of medical protocols. ' cam '' r. Approximately 70% of the Fire District's responses are ' ' em u , `"-- ' medical-type incidents. The Fire District's medical service system and station locations throughout the north area ®4P 4, allow the Fire District to meet the citizen's needs for :, ! medical response, as a constantly available resource. The ka a , G - Fire District provides Advanced Life Support (ALS) ,-r services throughout the jurisdiction to ensure a four to six minute response and utilizes a combination ALS engine �� ` �j and ambulance tandem response to provide sufficient staffing to complete all required tasks on any medical incident. Emergency Medical Services Quality Assurance Currently, an EMS Committee of paramedic and senior staff personnel regularly evaluates all medical reports to minimally ensure consistent report content and appropriate documentation of patient condition. Committee feedback from these reports is provided on an informal basis to involved fire personnel with further levels of quality assurance being addressed by the Fire District's physician advisor. North Metro Fire Rescue District—Strategic Plan November 14, 2002 31 It is recommended that NMFRD, working with its medical physician advisor, expand the quality assurance program to improve the EMS delivery system. The program should minimally attempt to achieve the following outcomes: Establish NMFRD medical skills standards, which are measurable. • The standards will be set by NMFRD working with and 4 through the EMS Chief Officer and EMS Committee. y • NMFRD will conduct practical exercises at least twice a C ti3ti year for each medical technician proficiency level. �' • The District's Training Division will provide increased training for paramedic staff through and with the Fire District's physician advisor. ` ` • The District will develop a regularly Wiz;,.... program of re ularl evaluating patient feedback. Standards for Arrival Times Response times are critical to ensure delivery of professional medical services and patient care to optimize survival probabilities. The following criteria was utilized to develop plan recommendations and to establish the District's EMS goals: • The average arrival time to provide advanced life support treatment (ALS) should not exceed four minutes (urban areas) and/or six minutes (rural areas) from the time of call receipt. • The speed of defibrillation is a major determinant of survival.' • There is a 40% chance of survival, when patients are resuscitated in the field.2 • Most successfully resuscitated pediatric arrest victims (those with limited neurological injury), are resuscitated in the pre-hospital (field) setting.3 • Survival depends crucially on short-response intervals.4 The strongest predictor of a poor patient outcome is a delay in initiating CPR or delay in the delivery of advanced cardiac life support treatment.5 Industry medical protocols require the availability of rapid transport on average in 10 minutes or less. Prompt transportation should be emphasized in pre-hospital care.6 With first responder (ALS) care delivery from fire engines, arrival times of the ambulance transporting unit should be no more than 10 minutes. 1 American Heart Association, Advanced Cardiac Life Support 2 Cobbe, S, Daziel, K., et al. "Survival of 1476 Patients Initially Resuscitated From Out-Of-Hospital Cardiac Arrest"BMJ: 312(7047):1633-7, June 29, 1996. 3 Hickey, R., Cohen, D., et al., "Pediatric Patients Requiring CPR In The Pre-Hospital Setting"Annual of Emergency Medicine: 25(4):495-50 1, April 1995. 4 Fischer, M., Fisher N., Schuttler, J. "One Year Survival After Out-Of-Hospital Cardiac Arrest In Bonn City" Resuscitation: 33(3)., 233-43, January 1997. 5 Lews, S. Holmberg, S. et al., "Out —Of-Hospital Resuscitation in East Sussex: 1981 to1989" British Heart Journal: 70(6). `568-73, December 1993. 6 Samplis, J.S., Boukas, S., Lavoie, A., et al. "Preventable Death Evaluation of the Appropriateness of the On-Site Trauma Care Provided by Urgences-Santes Physicians" : Trauma, :39(6): 1029-35, December 1995. North Metro Fire Rescue District-Strategic Plan November 14, 2002 32 Advanced Life Support (ALS) Remembering that NMFRD minimally provides first responder ALS on each Engine Company within the jurisdiction, the Fire District's priority is to staff each engine with Paramedic or Intermediate personnel. While the Fire District continues to utilize "Intermediate" personnel on a limited basis, it is essential to know that in the State of Colorado, the EMT-Intermediate position is used primarily in rural areas. Paramedic certification is the standard for the Denver metro region. An EMT- Intermediate may perform ALS functions with direct approval of a hospital-based physician; but, the loss of time required to contact the hospital base station for instruction or permission to perform those tasks is a significant negative in life-threatening situations. NMFRD will transition away from the use of the EMT-Intermediate personnel and will provide full paramedic staffing. It is the intent of the Fire District to eliminate the Intermediate positions by the end of 2004. To this end, the Fire District will continue to support advancing the skills of the EMT-Basic and EMT-Intermediate level personnel to the Paramedic level through course sponsorship and shift overtime coverage for classes and clinical rotations. Goal #1 To deliver first responder paramedic-level Advanced Life Support (ALS) services throughout NMFRD within adopted arrival time criteria. Objective A: Adopt dispatch and alarm standards to allow receipt of alarm, selection of appropriate apparatus for dispatch, and dispatching apparatus within identified time standards with a 90% confidence level. (Anticipated completion—June 2003) Obiective B: Adopt standards for arrival times on EMS incidents (4-6 minutes) for ALS care and 10 minutes for transport units. (Anticipated completion—June 2003) Objective C: Strategically locate future stations, apparatus, and paramedic personnel to provide ALS response within adopted response standards to accommodate regional growth, as necessary. (Active and Ongoing) Objective D: Adopt time standards for NMFRD crews to meet turn-out time performance set forth by the department with a 90% confidence level. (Anticipated completion—June 2003) Objective E: Purchase, install, and utilize new software programs to provide ongoing measurement and analysis of response, arrival, and turnout performance measures. (Anticipated completion—January 2003) North Metro Fire Rescue District-Strategic Plan November 14, 2002 33 Goal #2 To directly manage and control the emergency medical services system within the NMFRD service delivery area. Objective A: To consolidate all EMS functions under the control of one EMS Coordinator within the Fire District. (Complete) Objective B: To establish a quality management program to assure consistent and continuing measurement of medical care standards and protocols. (Anticipated completion — January 2003) Objective C: Provide ALS ambulance transport, directly or by contract, throughout the Fire District and within adopted performance standards. (Complete) Oblective D: Transition from EMT-Intermediate to EMT-Paramedic staffing. (Anticipated completion—December 2004) Objective E: Create a training institute for the delivery of internal and external training for EMS providers. (Anticipated completion—December 2004) Objective F: Ensure adequate back-up ambulance agreements with various ambulance companies for routine and multi-casualty incidents. (Anticipated completion— January 2003) North Metro Fire Rescue District- Strategic Plan November 14, 2002 34 FIRE SUPPRESSION Overview: The Fire Suppression Strategic Business Unit was charged with creating a five-year strategic plan recommendation that will effectively focus NMFRD's a 1.1, - future infrastructure and staffing investments and organizational development towards meeting the growing eI and diverse fire rescue needs of the communities served. This planning process was approached under the basic -f:� ' ,I-_ t. assumption that NMFRD is committed to providing safe — aggressive interior fire attack and rescue capabilities—an - approach universally accepted by the fire service as essential to minimizing fire- related deaths and property loss. Planning for future fire suppression capabilities requires addressing three essential questions: .-^~ 1. What should NMFRD be capable of accomplishing? 2. How large an incident should NMFRD be able to handle at these capability levels? 3. How many simultaneously occurring emergencies should NMFRD be capable of handling? Responses to these questions will assist the Fire District in establishing the minimum level of fire protection services to be provided or, conversely, the level of risk NMFRD is willing to assume. Answering these three basic service-level questions requires conducting a reasonable risk analysis. This analysis (presented later in this document) indicates that NMFRD's future risk exposure warrants consideration for new investments in fire suppression capabilities. Targeting new investments and strategic planning efforts begins with identifying appropriate future fire suppression capability levels that are sufficiently matched to anticipated risk exposure. The strategic planning recommendations include proposing a reasonable fire suppression capabilities statement for the year 2004, identifying current fire suppression capability levels, and developing goals and objectives that will make the proposed 2004 capabilities requirements achievable. These recommendations address not only the capability questions, but also attempt to maximize the benefit of each goal by addressing the three major components of emergency service: • Resource commitment • Response time capabilities • Fire suppression crew performance North Metro Fire Rescue District- Strategic Plan November 14, 2002 35 The overall focus of the Fire Suppression SBU is to provide a strategic plan recommendation that is built on measurable goals and objectives that will significantly enhance NMFRD's fire suppression capabilities. Unquestionably, fire suppression and emergency medical services are the core emergency activities of any fire service organization (i.e., staffing, location of stations, apparatus and equipment, etc.). These tasks are obviously highly related to and dependent upon other SBUs within the Fire District to ensure delivery of efficient and effective emergency services. Therefore, any proposed operational change would create additional training needs and necessitate strategic planning to meet these new requirements. NMFRD's senior management assigned a variety of related topics to this SBU for analysis and requested subsequent recommendations for each: • Department staffing levels. • Organizational compliance with "OSHA Two-ln/Two-Out"regulations. (See Appendix III) • A comparison of NMFRD with similar fire departments, both locally and nationally, and where possible, comparisons should include fire departments that were accredited through Commission on Fire Accreditation International(CFAI). The committee was not to address fire station locations or the number of fire stations required. The research for these two items is to be addressed during implementation of this Strategic Plan once adopted. A preliminary report from the committee regarding compliance with "OSHA Two-In/Two-Out" regulations was completed and submitted to the Fire Chief. The Fire District has researched, developed, and adopted Standard Operating Procedures (SOP's) to ensure operational compliance with "OSHA Two-In/Two-Out" regulations. Suppression Capabilities Today NMFRD responded to 6,750 calls in 2001. Fire-related incidents accounted for approximately 22% of this emergency call load. While the number of emergency rye` calls NMFRD responds to each year has steadily increased at an average of 6.5% per year since the inception of the Fire District, the overall percentage of fire _ related calls have remained constant, and, has kept pace ,, 11:1_<11:1--2±±. with community growth. T _ NMFRD's current minimum response staffing 24-hours a T day, 7-days a week, includes: • Five engine companies staffed minimally with three paid personnel. • Two ambulances staffed minimally with two personnel. • One Chief Officer. This minimum staffing level has been authorized by the Fire District's Board of Directors, based on risk hazard assessment and loss potential evaluations for the Fire District. North Metro Fire Rescue District— Strategic Plan November 14, 2002 36 Based on these risk assessments, the projected future risk analysis, and what is believed to be the appropriate levels of service for NMFRD's risk exposure, the following three emergency capability statements are adopted and directed for implementation by the Fire District in 2004: 1. The North Metro Fire Rescue District will be capable of providing aggressive interior fire attack and rescue operations while adhering to adopted fire ground safety standards. 2. NMFRD's ability to handle multiple fire rescue incidents occurring simultaneously is limited by resources immediately available. 3. NMFRD will be capable of providing limited emergency services when multiple fires occur simultaneously. Additional resources will be available with delayed response through mutual and automatic aid with neighboring departments and emergency call back of District personnel. Delayed simultaneous response resources will most likely be limited and decreased capabilities are anticipated. Goal #1 For all structure fires, NMFRD will be capable of initiating the six essential tasks of initial fire attack within 12 minutes of alarm dispatch. In addition, NMFRD will be capable of confining fires of less than 5,000 cubic feet involvement at the time of initial attack. The six essential tasks of initial fire attack: • Initiate fire attack with a minimum flow of 150 gpm while providing an uninterrupted water supply to pump apparatus of at least 400 gpm. • Initiate search and rescue of trapped victims. • Initiate ventilation. • Establish a formalized incident command system including personnel accountability. • Provide a rapid intervention team that complies with "OSHA Two-In/Two-Out"regulations. • Provide a back-up fire line. Objective A: Strategically place stations, apparatus and personnel to provide a minimum of 12 firefighters and 1 Battalion Chief for non-target structure fires, and a minimum of 16 firefighters and 1 Battalion Chief for target hazard structure fires (occupancies with high occupant loads, or other high risks hazards). All first alarm resources must be on scene and stated goals initiated within 12 minutes with a 90% confidence level (see Appendix III). (Anticipated completion — December 2003) Objective B: Dispatch will receive alarm information, select appropriate apparatus for dispatch, and dispatch apparatus within identified time standards with a 90% confidence level. (Scheduled 2000)* The Fire District will implement a software program to track dispatch and incident data. (Anticipated completion— December 2003) North Metro Fire Rescue District—Strategic Plan November 14, 2002 37 Objective C: NMFRD crews will meet turn-out time performance standards set forth by the department with a 90% confidence level. (Anticipated completion—June 2003) Objective D: All fire crews will be capable of performing the six essential tasks of initial fire attack with the proficiency and speed required to meet the stated goal with a 90% confidence level. (Anticipated completion—December 2003) Goal #2 When appropriate, North Metro Fire Rescue will provide, as part of the first alarm fire assignment, crews capable of exterior rescue operations to elevations of 80 feet (7th floor), ventilation or roof operation from a safe platform to elevations of 80 feet, ladder pipe water flow operations of at least 1,000 gpm to an elevation of 100 feet (9th floor), and ground ladder rescue operations of 30 feet. Objective A: Purchase an aerial platform of 100' length or greater, including all required tools and equipment. Locate unit for most effective response. (Complete December 1999)* Objective B: Hire and train personnel to staff aerial platform with a minimum of four firefighters, 24 hours a day, 365 days a Iyear. (Anticipated completion—December 2003) Objective C: Purchase a second aerial apparatus including all l - =. required tools and equipment. Locate unit for most effective response. (Complete 2001) LObiectives D: Hire and train personnel to staff second aerial apparatus with a minimum of four firefighters, 24-hours a day, 365 days a year. (Anticipated completion— December 2004) Goal #3 NMFRD will provide the necessary resources for sustained fire attack beyond the capabilities of the initial responding companies including the capabilities of rescue, confinement, and extinguishment while continuing to provide for fire ground safety. Objective A: Computer Aided Dispatch (CAD) will be capable of identifying the appropriate and closest resources (including automatic and mutual aid) for second and third alarm assignments, and complete the multiple alarm dispatching process within the identified time standard. (Anticipated completion—June 2003) North Metro Fire Rescue District—Strategic Plan November 14, 2002 38 Objective B: Develop Standard Operating Procedures (SOPs) and training performance standards for multiple alarm responses. (Active and Ongoing) Objective C: NMFRD will have the capability of deploying sufficient multiple alarm personnel within a defined response time standard to meet goal. (June 2003) Objective D: NMFRD will be capable of deploying specialized equipment required for sustained fire attack. (Complete) Objective E: Develop mutual and automatic aid systems that provide additional resources for sustained fire attack, multiple alarm fires, and station coverage when NMFRD resources are depleted. This mutual aid and automatic aid system will include common operating procedures and frequent joint training to ensure fire ground efficiency and safety. (Active and Ongoing) Objective F: Develop mutual and automatic aid agreements. (Complete) Oblective G: Develop communications capabilities to ensure that all fire ground resources can communicate on a common fire ground frequency. (Complete) Objective H: Ensure equipment compatibility with all mutual and automatic aid departments. (Complete) Goal #4 Create an emergency call back system that will provide a reliable rapid and efficient mechanism for recalling off-duty personnel. Expand existing pager-based call back system to recall 25 percent of off-duty personnel within 1 hour and 50 percent within 2 hours. Objective A: Expand existing pager-based call back system. (Complete) Oblective B: Develop dispatch agency notification system to affect call back. (Complete) Goal #5 NMFRD shall research new fire suppression technologies and identify and implement technologies that are cost-effective and enhance fire suppression capabilities. Objective A: Establish and fund a research and development program to study developing technologies for fire suppression. (Active and Ongoing) North Metro Fire Rescue District— Strategic Plan November 14, 2002 39 HAZARDOUS MATERIALS Adams/Jeffco Hazardous Materials Team Overview: Adams County In 1977, a joint Mutual Aid System was developed ,? - among the 13 fire departments of Adams County, ' Colorado to address the need for a coordinated hazardous materials response plan. This system was developed to provide a regional hazardous materials response system in lieu of single response agencies 4 . - responding autonomously. In addition, in 1991 the Adams County Commissioners adopted a resolution approving an Intergovernmental Agreement (IGA) between the County Sheriffs Department and the County Mutual Aid Fire Chiefs Association to further enhance this regional system approach to hazardous materials response. An autonomous governing Board, the Adams County Hazardous Materials Response Board, was formed in 1992 to manage the increasing demands associated with the use of hazardous materials throughout the County and the impacts upon the response system. In 1994, the Board retained a Team Coordinator to manage the hazardous materials program under the direction of the governing Board. Jefferson County In 1980, a group of concerned first responders representing fire departments, fire districts, law enforcement, and emergency managers established a Jefferson County response team. In December of 1984, an IGA was signed by all thirty-one jurisdictions within Jefferson County to address regional hazardous material response. The North Metro Fire Rescue District's jurisdiction extends into both Adams and Jefferson counties and was instrumental in forming Mutual Aid Agreements to provide assistance for each county. The Jefferson County Team was requested by the Adams County Haz Mat Team to assist during a major hazardous materials incident in August of 1995 in Adams County. This joint effort was a major factor in the successful mitigation of the incident; and resulted in follow- up meetings to discuss how better service to the citizens of both counties could be enhanced by operating the two teams jointly. In January of 1997, the Adams County Response Team and the Jefferson County Hazardous Materials Response Team were merged to form the Adams/Jeffco Hazardous Materials Response Team. North Metro Fire Rescue District is a primary responder resource for the new team providing vehicle operation and hazardous materials responders to the team on a 24/7 basis. North Metro Fire Rescue District— Strategic Plan November 14, 2002 40 NMFRD believes that there are three major issues requiring consideration as a part of this comprehensive strategic plan regarding hazardous materials. These issues (not in order of priority) are operations, inspections and hazardous materials labeling (per NFPA 704), and data collection and availability. Operations The operations at any NMFRD hazardous materials incident, depending on incident size and availability of resources, may be handled solely by North Metro Fire Rescue District Haz Mat personnel, or handled through the cooperative efforts of the Adams/Jeffco Hazardous Materials Response Team, law enforcement departments, and Federal/State agencies as appropriate. Inspections and Labeling Labeling, enforcement, and hazardous materials inspection programs have been in the incipient stage since 1997 and should be incorporated within the Fire Prevention Bureau's facility inspection program and hazardous chemical permitting system (when initiated). Although NFPA 704 labeling is not required under the Uniform Fire Code (UFC), the system has been adopted by NMFRD and is presently incorporated within the hazardous materials inspection program throughout the Fire District's jurisdiction. Data Collection and Availability Data collection on hazardous material substances and processes is also required by the Superfund Amendments and Re-entitlement Act (SARA Title III) and is a vital tool for NMFRD and the Adams/Jeffco Hazardous Materials Response Team to determine the safest and most efficient steps in mitigating hazardous materials incidents. The availability of pertinent and dynamic hazardous materials information to emergency responders is essential to safe and successful hazardous materials incident mitigation. Goal #1 Institute a system of complying with the Superfund Amendments and Retitlement Act (SARA Title Ill). Oblective A: To minimize the Fire District's legal liability by putting a program in place to meet Superfund Amendments and Reamendments Act of 1986 (SARA Title III/Right to Know). (Anticipated completion— September 2003) Objective B: Identify and preplan target hazardous materials facilities, identifying storage locations, hazardous materials quantities and ensuring predetermined evacuation parameters. (Anticipated completion— September 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 41 Objective C: Design and implement an integrated dispatching system to ensure availability of pertinent hazardous information for emergency responders. (Anticipated completion — October 2003) Objective D: Implement a system to provide on-line SARA Title III submittals. (Anticipated completion—December 2003) Obiective E: Provide access to SARA Title III information to Incident Commanders via lap top computers. (Anticipated completion—December 2003) Goal #2 NMFRD will institute a comprehensive hazardous materials permit plan. Objective A: Establish a hazardous materials permitting program for those facilities that store, dispense, use, or handle hazardous materials in quantities that require such permits, as specified in the adopted fire code. (Anticipated completion— December 2003) Goal #3 NMFRD will establish an extensive hazardous materials inspection program. Objective A: Institute a quality hazardous materials inspection program to ensure permit compliance. (Anticipated completion— December 2003) Objective B,: Create a placarding system to visually inform emergency responders of the presence of hazardous materials within buildings in the Fire District's jurisdiction. (Anticipated completion—December 2003) Goal #4 NMFRD will ensure an appropriate number of its members are assigned to the Adams/Jeffco Hazmat Team for each shift. Objective A: Train and assign six team members per shift to the Adams/Jeffco Hazmat Team. (Anticipated completion—January 2003) Objective B: Increase the number of team leaders to the Adams/Jeffco Hazmat Team per shift. (Anticipated completion—June 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 42 SPECIAL AND TACTICAL RESCUE Overview: North Metro Fire Rescue District's technical rescue programs include ice and water rescue, trench rescue, rope rescue, confined space rescue, vehicle extrication, building collapse-search and rescue, and fire rescue. The long-range goal of the Fire District is to provide _ • -• .i `a quality rescue services to all District taxpayers and residents. Larger city models have accomplished this by developing a highly-trained technical rescue team that is , _ continuously staffed and solely dedicated to the rescue `. functions. With internal technical rescue expertise and the proper equipment, this group responds to all fires, high-angle, confined space, trench, building collapse, water and ice, mass casualty and multiple vehicle extrication emergencies. District budget and funding restrictions currently do not allow for the sole dedication of personnel and equipment to this level of rescue services. While the establishment of a dedicated specialized rescue team is a long-term consideration, the short-term and intermediate programs reflected below are recommended to provide a minimum rescue capability to serve the Fire District's residents. Goal #1 Expand special rescue training to ensure appropriate response resources for all appropriate rescue disciplines. Oblective A: Provide train the trainer courses for specific special rescue disciplines. (Anticipated completion—June 2003) Oblective B: Incorporate minimum rescue training curriculum and certification levels into North Metro training programs. (Anticipated completion—June 2003) Obiective C: Determine viability of a regional North Metro Area Tech Rescue Team with Federal Heights, Westminster, South Adams, Southwest Adams, Rocky Flats, and Arvada Fire Departments. (Anticipated completion— March 2003) Obiective D: Disseminate public education materials and information regarding special rescue capabilities and activities. (Anticipated completion— March 2003) North Metro Fire Rescue District—Strategic Plan November 14, 2002 43 Objective E: Provide regularly scheduled special rescue Technician-level training to team members. (Active and Ongoing) Goal #2 Develop a continuous program to secure advanced and improved special rescue equipment and capabilities. Objective A: Provide minimum special rescue response equipment and training for auto extrications and ice rescue incidents. (Complete) Objective B: Provide minimum special rescue response equipment and training for deployment to confined space and trench rescue operations. (Complete) e I� Objective C: Provide minimum special rescue response equipment and training to high-angle and building collapse incidents. (Complete) Obiective D: Provide resources to ensure the safe rescue of firefighters trapped by fire. (Complete) North Metro Fire Rescue District— Strategic Plan November 14, 2002 44 FIRE PREVENTION Overview: Fire prevention includes all fire-service activities that decrease the incidence of uncontrolled fire and/or lessens the severity of its effects. In the 1973 in-depth study of the fire problem in the United States entitled America Burning and again in America Burning Revisited (1998), the National Commission on Fire Prevention and Control emphasized the necessity of increased fire-prevention activities to reduce the incidence and severity of fire. It is the Commission's position that increasing emphasis on fire prevention would measurably affect the U.S. fire-loss problem. Statistics validate this position in areas that fire prevention activities have been implemented and evaluated since the initial publication of American Burning.' State of Colorado Revised Statutes, county ordinances, municipal statues, and fire district codes all delegate responsibility and authority for fire prevention to the fire chief of the District. Within the jurisdiction of NMFRD, the Fire Chief has further delegated that authority to the Fire Prevention Division, working in concert with other NMFRD divisions. Affected activities are: • Construction plans review (e.g., fire-protection systems) • Fire Code enforcement • Fire Code inspections of new and existing occupancies • Fire and arson investigation • Fire protection engineering and code interpretation • Fire service training • Fire service legislation, code, and standards development • Explosives and other hazardous materials regulation • Public fire-protection consulting Increasingly, activities related to plan reviews and new construction inspection projects command the majority of the Fire District's Prevention resources. Areas of responsibilities that the Prevention Division is not presently able to support to the desired levels are reported in "Fire Prevention Division Situation Analysis,"Appendix Ito this planning document. While all of the aforementioned responsibilities of the Prevention Division are anticipated to continue and develop at increasing levels, this five-year plan focuses on four areas that are imminently critical to the Mission of the Fire District: • New Construction/Review of Plans • Company Inspection Program/Code Enforcement • Performance-Based Building Design and Maintenance • Fire Investigations ' Bender, J.F., "Fire Prevention and Code Enforcement," Fire Protection Handbook, 18th ed., National Fire Protection Association, Quincy, Massachusetts, 1997, pp.10-168/10-178. North Metro Fire Rescue District- Strategic Plan November 14, 2002 45 New Construction/Review of Plans . .Currently, the North Metro Fire Prevention Division includes dministration staff, fire inspection, and fire-safety engineering personnel. All Fire Safety Engineers minimally possess Bachelors or Masters Degrees in Fire Safety Engineering or related technical fields and are able to interpret and communicate technical fire and building code requirements to building owners, architects, engineers, project developers, and other professionals involved in the construction industry. The fFire Inspection personnel predominantly perform inspections A and acceptance tests of life-safety and fire-protection systems related to building construction and/or alteration. For the purpose of administration oversight, one fire safety engineer serves as Deputy Fire Marshal of Engineering Services and another serves as Deputy Fire Marshal for Enforcement and Investigation. However, the fire safety engineer's principal function is plan review and code interpretation. NMFRD anticipates reviewing 900 plans during 2001/2002 related to new buildings and tenant improvements in existing buildings. Review activity for the year 2000 is summarized in the following graph: FIRE PREVENTION PLAN-REVIEW ACTIVITY ■Plans■Permits 160 140 120 100 60 60 40 20 0 January February March April May June July August September October November December 2000 Total plans in 2000=992 Total permits in 2000=500 Total plans In 1999=1176(Includes Thornton) Total permits in 1999=450(includes Thornton) North Metro Fire Rescue District- Strategic Plan November 14, 2002 46 One of North Metro's central prevention strategies is that life safety should be built into a structure to the greatest extent possible rather than depending on occupants' actions or upon fire response to secure building and occupant safety. The review of building plans and specifications provides the Fire District with its best opportunity to ensure that fire-protection methodologies are included in a building before construction is completed and the building is occupied. NMFRD's Fire Safety Engineers examine site plans, building and fire-protection- system plans and specifications submitted by individuals involved in building construction, remodeling, or renovations. They regularly interact with community planning departments, building departments, and other public-safety agencies to ensure the construction of fire-safe and code-conforming buildings. However, in recent years, advances in construction materials and processes allow subdivisions to be - developed and buildings to be built in substantially shortened time frames as compared with traditional construction practices. New construction L� management techniques allow contractors to proceed with actual construction before final building design is completed. During these same t =_ F-= J years, fire-protection systems have also 0, F' � I experienced significant technological advancements - 1 fi„ri r'' that permit developers to implement previously unattainable fire system design objectives. Due to their complexity, these advancements require that more time be devoted to plan review, field inspection, and acceptance testing of new systems. Frequently, the builder's goal for a shortened construction period is thwarted by long review times for plans submitted to the Fire District. The Fire District's first-in/first-out plan review process results in turnaround times currently averaging 20 or more calendar days. In a survey of Colorado Front Range fire departments, 12 of 13 respondents estimated plan review turnaround times shorter than NMFRD's.8 Unavailability of personnel sometimes causes field inspections or acceptance testing of new systems to be postponed past requested dates. Contractors often criticize NMFRD for poor responsiveness to their needs and indicate that these projects suffer economic consequences as a result. Based on information provided by the municipalities and other customers served by NMFRD, there are no credible indications that the demand for the Fire District's new construction services will significantly decrease (and may, in fact, continue to increase) over the next three to five years. Consequently, process improvements related to new-construction activities are currently given preference over other Prevention Division programs. The proposed fire prevention objective for new construction activities assumes the development of a computerized information system capable of meeting the needs listed in an available NMFRD document entitled "Fire Prevention Computer Needs" (Appendix II). The ability of the Fire Prevention Division to meet that objective is also predicated upon the assumption that 8 The survey assessed neither the thoroughness of plan reviews nor the effectiveness of plan reviews in achieving compliance with nationally recognized standards for fire safety. Absent data quantifying thoroughness and effectiveness, those attributes could not be correlated to plan review turnaround times. Therefore, comparisons based solely on turnaround times should be considered valid but of limited applicability. North Metro Fire Rescue District— Strategic Plan November 14, 2002 47 division staffing is minimally maintained at current levels. Anticipated adjustments to job duties within the Prevention Division are expected to increase aggregate productivity assuming that authorized position vacancies are able to be filled in a timely fashion, when they occur. Company-Inspection Program/Pre-Incident Planning Once the construction activity is complete and building occupancy is approved, the engine company inspection is the second tool employed by the Fire District to ensure continued fire safety, code compliance, and emergency responder familiarization with buildings. A new program for company inspections, called the Tactical-Survey Campaign, was instituted in January 2000. The "Campaign" requires engine company surveys of each building in the Fire District annually or biennially, depending on the relative hazard of the building and its use(s). Tactical surveys emphasize pre-emergency incident analysis and emergency incident planning. The engine company inspection function is used to remedy problems directly related to providing firefighter safety and survival; providing for escape and/or removal of endangered occupants; stabilizing the emergency incident; and conserving property during and after emergency operations. The Tactical-Survey Campaign focuses responders' attention on structural integrity, building systems, and design deficiencies with emphasis on potential sources of building failure. These problems are reported to building owners/occupants in the form of required and/or recommended corrective actions. Information pertinent to tactical operations is captured on textual and diagrammatic reports that are subsequently compiled for department-wide use in pre-incident planning. The Tactical-Survey Campaign is still in its infancy. Continued improvement in program implementation over the next several years is necessary and is anticipated to fall within the two broad categories: 1) better data gathering and retrieval to be achieved by increased reliance on computers and related computer training; and, 2) monthly training contacts between engine companies and Fire Prevention Division personnel. Providing engine companies with enhanced fire code specific knowledge and skill in identifying failure factors that are likely to be critical in emergencies will be an on-going objective of this campaign. Complex fire protection systems are being designed and •- installed in both new and existing structures, protecting - 4 1 many millions of dollars in structures and inventory. _ F Inspection of these systems and new technologies x1 M. requires that NMFRD personnel complete extensive training to be able to adequately evaluate and inspect - lr' such systems. Other external influences such as the use of hazardous materials, building construction techniques, govern- mental-reporting requirements, and legal compliance and reporting all demand extensive training of NMFRD personnel. This training component is particularly critical when viewed within the context and expectations of the inspection-program goals, required frequency of inspections, and technical competencies of those conducting the review. North Metro Fire Rescue District-Strategic Plan November 14, 2002 48 Performance-Based Building Design & Construction Techniques There is also a current movement within the fire-protection field towards "performance-based design." Currently, most occupancies are required to adhere to prescriptive requirements found in codebooks. In "performance-based design," building owners and tenants work with fire and building officials to design and install systems that may not strictly adhere to all aspects of the prescriptive code; but in totality, result in an occupancy with fire and life-safety features that meet or exceed those prescribed by the fire code. Therefore, the Fire District's focus for the coming years will be to enable engine-company personnel not only to perform traditional code- driven safety inspections, but also to effectively inspect performance-based fire protection attributes unique to a specific occupancy. Successful, long-term, performance-based code enforcement necessitates designing and implementing sophisticated information retention and data retrieval mechanisms specific to each occupancy and which can be maintained and updated throughout a building's lifetime. In addition to the Tactical-Survey Campaign, NMFRD is exploring the creation of an Operations and Maintenance Manual for each major building. This manual would document performance- based designs employed in a building; and, enlighten building operators about occupancy restrictions resulting from and arising out of agreements struck between stakeholders from a project's inception. Such documentation forms the basis for performance-based code enforcement; however, systems for storing, updating, and applying building-specific knowledge have yet to be institutionalized within NMFRD. That challenge will be addressed within the present planning period. Fire Investigations e .a Pursuant to State of Colorado Statutes and adopted ( fire codes, NMFRD investigates the cause of all fires waftit I areported within the jurisdiction. Fire Prevention 1~ Division personnel share investigation responsibility — ' with qualified firefighting staff. When the fire ground ` :y - C incident commander finds the cause of a fire to be • suspicious (i.e., possibly incendiary) or > undeterminable, the standard course of action upon --"a ., extinguishment is to transfer investigation and scene responsibility to the Fire Prevention Division. The Division has two investigators who are specially trained, equipped, and scheduled to rotate duty cycles to provide 24/7 response capability. Additionally, the investigators have access to resources r, outside NMFRD. Investigation personnel coordinate ;. investigations with local and state law-enforcement mile, "' agencies, with the office of the District Attorney having jurisdiction, and with investigators representing insurance companies. Having one NMFRD investigator I f „ eF l certified as a Peace Officer in the State of Colorado enhances the cooperative relationship between NMFRD i !t I and these other agencies; and, facilitates law L./21-r enforcement activities related to these investigations. North Metro Fire Rescue District—Strategic Plan November 14, 2002 49 Currently, both fire investigators' primary duties lie outside of the fire-investigation arena due to the relatively low incidence of fire experienced in the Fire District; however, suggested improvements requiring future consideration during the current planning period include: • Modifying firefighting standard tactics and tasks to increase evidence preservation that can lead to more confident fire-cause determination. • Improving the skill of company officers and fire investigators in the area of fire documentation and securing better computer-based tools for this work. • Augmenting fire-investigation resources to reduce frequency and duration of "on call" duty status. Fire Prevention Division Goals Goal #1 Sustain a high level of fire and life safety systems/features in new construction and existing occupancies. Obiective A: Reduce overall plan review turnaround time by 10% to 20% annually. (Ongoing) Objective B: Enhance Engine Company inspections, skills, and training to ensure fire safety and code compliance. (Active and Ongoing) Objective C: Increase occupancy awareness and risk assessment activities through the Tactical Survey Campaign. (Active and Ongoing) Obiective D: Support communications technologies to provide on-site and/or emergency on- scene access to pertinent investigation and building information. (Anticipated completion — October 2003) Goal #2 Ensure highest possible fire/life safety within the Fire District. Obiective A: Foster a spirit of cooperation and "shared purpose" with fire system designers, contractors, and building occupants. (Active and Ongoing) Objective B: Increase employee training to enhance technical proficiency and consistency in life safety inspection and enforcement activities. (Active and Ongoing) North Metro Fire Rescue District—Strategic Plan November 14, 2002 50 Goal #3 Increase the level of certainty in determining fire cause. Objective A: Train all fire suppression personnel in fire cause determination and evidence preservation. (Anticipated completion—June 2003) Objective B: Incorporate fire cause determination and evidence preservation methodology into continuing education training curriculum. (Anticipated completion—June 2003) Objective C: Increased staffing and availability of Certified Peace Officer(s) for arson investigations, as necessary. (Active and Ongoing) North Metro Fire Rescue District—Strategic Plan November 14, 2002 51 TRAINING Overview: The Training Division currently staffs four officer-level positions to handle programs for numerous operational discipline areas relating to the District's mission. Due to the specialized nature of many of these disciplines, a portion of the Training Division's Strategic Plan areas have been included in individual Strategic Business Units located elsewhere in this plan document. The areas which are addressed separately include: Emergency Medical Services, Disaster Management, Hazardous Materials, Public Education, Public Information and Special and Tactical Rescue. The following information discusses the core Training Division needs, goals and objectives. NMFRD Training One of the primary responsibilities of any department is to ensure that each member is prepared to physically, mentally and emotionally meet the challenges that will be faced in their respective positions. Departmental training must provide the essential focus and priority to accomplish these goals. The District's training programs will have the greatest impact on emergency service delivery and customer satisfaction. Improved skill proficiencies and continuous enhancements to operational techniques secure NMFRD's ability to meet the community's emergency service expectations. Training is an essential component to the success of each firefighter, officer and staff member of the Fire Department. In addition, on-going training is essential in keeping all on-line personnel prepared to incorporate the highest safety precautions possible to prevent needless firefighter injury and death. Currently, the training department has identified three areas of needed improvement to provide NMFRD personnel with all of the desired skills required to operate an effective emergency service organization: 1. Review, revise, and implement a performance oriented training program. 2. Develop relevant programs for the advancement of all employees. a. A Career Development Program for all personnel. b. An Officer Development Program for those that wish to promote to officer positions. 3. Design and construct a multi-faceted Training Center. Administration One of the largest issues impacting the Training Division is a need for additional staffing. In order to provide continuous training at a high-level of quality to personnel, two full-time trainers should be added to the Training Division. The staffing will enable the Training Division to fulfill its purpose by meeting established goals, implement and administer all training activities, as North Metro Fire Rescue District— Strategic Plan November 14, 2002 52 s-� well as the multiple special projects residing within the Division. With these additional staffing resources, the success of the designed training programs can be fulfilled. Recruit Academy As NMFRD continues to build station facilities to ensure the best quality coverage of its citizens, additional emergency service personnel will be required. One of the most important elements of a new recruit's success is a comprehensive academy that will adequately prepare him or her for the challenges and expectations in the day-to-day operations of the department. Beginning with a relevant and well-structured student handbook and continuing with a comprehensive, hands- on academy and probationary manual, these new firefighters require the best tools to make them the highest-capable member possible. The recruit academy training will strive to accomplish these goals while also addressing the logistical dynamics and personnel support issues that impact a large-scale training program. Safe Safety should be synonymous with technical expertise. Therefore, one of the main functions of the Training Division is to ensure that the proper safety techniques are understood and incorporated into all fire training ground evolutions and into day-to-day operations. As these safety techniques are developed, the Training Division will be responsible to ensure proper compliance with various federal, state, and fire department safety programs and mandates. In order to develop safety practices, an overall safety program will need to be developed that uses a systems management approach. This approach requires integrated processes for accident investigations, safety policies and procedures, and training. Goal #1 To incorporate Fire Suppression goals and objectives as essential elements in the development and delivery of training. Obiective A: To use objectives established in the existing Fire Suppression activities as benchmarks for organizational effectiveness and efficiency. (Active and Ongoing) Obiective B: Review, research, and recommend changes in new technology, systems, or philosophies to be incorporated in existing Fire Suppression goals and objectives. (Active and Ongoing) Goal #2 To incorporate Emergency Medical Services goals and objectives as essential elements in the development and delivery of training. North Metro Fire Rescue District-Strategic Plan November 14, 2002 53 Objective A: To use objectives established in the existing Emergency Medical Service activities as benchmarks for organization effectiveness and efficiency. (Active and Ongoing) Objective B: Review, research, and recommend changes in new technology, systems, or philosophies to be incorporated in existing Emergency Medical Services goals and objectives. (Active and Ongoing) Goal #3 Design and develop a Fire Training Center with capabilities of both "hands-on" field training and fire simulation training technologies. Objective A: Identify potential partners to participate in the development, construction, and operation of a Regional Training Facility. (Anticipated completion—December 2003) Obiective B: Research, identify and evaluate the necessary components for a training center that would address the specific needs for NMFRD. (Anticipated completion—March 2003) Objective C: Research, identify and evaluate a variety of financing options for the development and building of the Training Center. (Anticipated completion—March 2003) Objective D: Ongoing project management of the development, construction and facility opening. (Anticipated completion 2004-2005) Goal #4 To develop and implement a Career Development Program for all NMFRD personnel and an Officer Development Program for all line personnel interested in promoting to an officer position. Objective A: Research and recommend a comprehensive Career Development Program that will specifically address the desired skills and leadership characteristics for NMFRD. (Complete) Obiective B: Research and develop a comprehensive, Officer Development Program that will prepare NMFRD personnel for the specific challenges and expectations required for an officer candidate at NMFRD. (Complete) Oblective C: Secure all needed materials, conduct a facilities upgrade to begin training without the Training Center, and develop instructor qualifications. (Anticipated completion—June 2003) North Metro Fire Rescue District— Strategic Plan November 14, 2002 54 Objective D: Implement the Career Development Program, providing mandatory coursework for all NMFRD personnel. (Anticipated completion—January 2003) Objective E: Implement the Officer Development Program providing required coursework for officer candidates. (Anticipated completion—June 2003) Goal #5 To increase use and efficiency of personnel working with the new data base management system. Obiective A: interface key District personnel into the initial computer training program for SunPro Information Management System to ensure data base management system productivity. (Anticipated completion— March 2003) Objective B: Develop and implement a series of training sessions to address all components of the data base management system including report writing, queries, training documentation and more. (Anticipated completion— March 2004) Goal #6 To increase the productivity and quality of training in all basic techniques and ongoing Firefighter competency areas in addition to associated administrative tasks. Objective A: Add two full-time, in-house trainers that will aid in curriculum development, provide a minimum of 50% of all instruction for multi-company trainings, and coordinate all fire academy operations. (Anticipated completion January 2003 and January 2005) Oblective B: Build an ongoing guest instructors pool of appropriate professionals that will address a number of specialty topics and training for NMFRD personnel. (Anticipated completion—June 2003) Obiective C: Add administration support staff to Training Division. (Anticipated completion — January 2003) Objective D: Coordinate, direct, budget and control all training programs, including the associated programs as outlined in this document. (Active and Ongoing) Objective E: Develop a program that actively incorporates designated shift training coordinators in developing and providing department training programs. (Anticipated completion—March 2003) North Metro Fire Rescue District- Strategic Plan November 14, 2002 55 Goal #7 To develop (utilizing existing recruit training parameters) and implement a Recruit Academy Program that will prepare new NMFRD personnel to handle the challenges and expectations of day-to-day operations in the field. Objective A: Research and develop a comprehensive student handbook that will address relevant topic areas and firefighter basic skills to meet the needs of NMFRD citizens. (Anticipated completion— September 2003) Objective B: Research and develop a clear and all-inclusive probationary manual that continues the development of basic firefighting techniques as well as addresses departmental policies and procedures. (Anticipated completion— September2003) Objective C: Build an interactive academy program focusing on practical skills development while finding acceptable solutions to the issues of program logistics, resources, and personnel support. (Anticipated completion—September 2003) Goal #8 To incorporate the basics of firefighting and specialization training with safety dynamics for all individual and multi-company training sessions. Objective A: Develop and highlight safety awareness in a consistent manner with all training. (Active and Ongoing) Objective B: Incorporate up-to-date safety concepts as they are developed into all training program curriculums. (Active and Ongoing) Objective C: Continually upgrade and evaluate new technologies or techniques to improve safety operations and add to the curriculum as needed. (Active and Ongoing) North Metro Fire Rescue District— Strategic Plan November 14, 2002 • 56 PUBLIC EDUCATION AND INFORMATION Overview: Responsibility for the Fire District's Public -"" __ iF Education program resides within the Training Division. At the present time, the > L rRo primary focus of public education is aimed at students in the third grade. This 'r* e re education is a fire and injury prevention program that brings the NMFRD Public f, • — Education Officer into every one of the 21 i public and private elementary schools • approximately four times per school year for a total of 500 hours of direct student contact. With planned additions of five new schools in the fire jurisdiction over the next five years, an additional 15 classes will be required in the Public Education program. During the school year, the Fire District's E; Public Education Officer is primarily toms committed to these school programs. f Non-school programs, such as those +. ?4 s :- ,e:, • '. listed below, become by necessity a ( second priority based upon availability of 'p • a public education staff. The non-school programs include the Juvenile Firesetter and Cardio-pulmonary resuscitation (CPR) programs, fire station tours, annual student career days and/or school health days, middle and high school programs, fire extinguisher classes to community groups and industry, bicycle safety classes, annual Fire Prevention Week activities, and other miscellaneous out-reach programs such as Build-a-Generation, Safe Schools, and the 9-Health Fair. All programs currently provided are on a non-fee basis; however, review of these programs for some revenue generation is underway. While each of the various educational programs discussed above are stand-alone programs, it is recommended that the Fire District consider a more comprehensive and organized program to address safety education on a community-wide basis. One such program is the Citizen Accident Reduction Education or (CARE) program, which is further discussed below and which also includes the NFPA Risk Watch Program.18 Full implementation of Risk Watch, which is a K-8 program, would result in the elimination of the current third grade program. This important, nationally validated program specifically targets children in grades K-8 by addressing a variety 18 Refer to Appendix. North Metro Fire Rescue District- Strategic Plan November 14, 2002 57 of potential hazards on increasing levels of comprehension. The program also has the advantage of being able to stand-alone or to become integrated into existing school district curriculum (i.e., health, language arts, or physical education). As previously stated, the current North Metro Fire Rescue District sponsored Risk Watch program solely targets third grade students. In 2001, a total of 4,585 (18,340 student contact hours) third grade students were contacted. By comparison, implementation of the Risk Watch program to all students grade levels K-5, would increase the number of contacted students to 7,989 (31,956 student contact hours) within the Fire District's school facilities. The 57% increase in total students contacted extends well beyond the capabilities of the current Public Education resources. Goals and objectives for this Strategic Business Unit reflect increases in these resources to efficiently handle this student contact increase. In addition to the Risk Watch Program for the elementary school population, a comprehensive citizen, injury-prevention program is also needed in the Fire District. This program would be the vehicle upon which all public education would be driven. The NMFRD Citizen Accident Reduction Education (CARE) program would also be designed to provide broad-based public education to virtually all age groups within the community. The NMFRD CARE program, would extend beyond the school system into the general population. Phase II of the CARE program will address accident prevention in many facets, including cooking safety, child restraints, environmental hazards (particularly winter safety), home hazards, infant home hazard awareness, elderly safety programs, and others. It is important to note that while some service groups are currently providing portions of this education (scouting groups, American Red Cross, etc.), there is no single entity seeking to reach all segments of the community with a cohesive and comprehensive effort. NMFRD would be the coordinating organization providing or obtaining these needed services for residents of the Fire District at all ages. The CARE program would be the driving vehicle for the entire public education effort. The goal of the CARE program would be to instruct all segments of society in the awareness and skills necessary to protect citizens by responding promptly and effectively when confronted with a fire or life safety hazard. Other important existing programs such as the Juvenile Fire setter's program, public CPR instruction, fire extinguisher training for industry, fire station tours, and other associated education units would continue. PUBLIC INFORMATION The traditional view of public information within the fire service has generally been the senior staff officer interacting with the media during, or following, a major incident. The Fire Districts Public Information Officer (PIO) functions are currently handled within the Training Division. In addition to disseminating emergency incident information, the PIO is responsible for providing newsworthy items and other media information, as needed. Recently, and more specifically since 9-11, there is a new philosophy emerging with the many progressive departments in the country which are now employing full-time, professional public information specialists to provide a stream of information about the Fire District's service and programs to its customer base (our citizens). Utilization of a full-time public information professional continues to provide an information contact for the public and the media for all North Metro Fire Rescue District— Strategic Plan November 14, 2002 58 emergency incidents, as well as functioning as an advocate for the Fire District by supplying non-emergency information on an on-going basis. It is no secret that NMRFD, given its many jurisdictional relationships, struggles with an identity problem. Even though equipment, stations, and uniforms all state "North Metro Fire Rescue" the organization endures continuing comments and questions directed to the Adams County Fire Department, Northglenn Fire Department, Broomfield Fire Department" and others by both District citizens and the media. The reason is clear— NMFRD has not adequately informed the public about the department and department services. The most effective method of accomplishing this task is to continuously provide the media with information about the Fire District, enhancing the Fire District's image, and informing the public about the Fire District's operating philosophy and resources available to the public. It is not enough to simply place the bold "North Metro Fire Rescue" on District vehicles. More public awareness of who we are and what we do is needed and can be attained through a more aggressive information campaign about the department on a professional public information basis. The Internet www.northmetrofire.org Another important step in meeting the public's need and desire for more information about the Fire District is the World Wide Web (Internet). Today schools, businesses, and individuals have fast and accurate information at their disposal. The Internet has enabled people to access real time information that previously was thought to be unavailable. Currently, NMFRD has established a web site that provides easy access to Fire District information about emergency services, permit requirements, public education events, and the construction plan review process. The Public Information Officer (PIO) will be responsible for the collection, dissemination and timely updating of information on the net. In this role, the PIO collects citizen survey data as well as feedback on specific problems and incidents, which allows the Fire District to better understand the wants and needs of the community and thus aid in planning future programs. The Public Information Office also has the capability to collect and disseminate information and communications for other fire departments and organizations to help NMFRD operate more efficiently. Ideas about cost-saving measures can be shared, new training techniques explored, and incident information displayed on the web. Lastly, because this function is essential to the success of the public information campaign, a full-time PIO has recently been retained by the Fire District. Through this new position, media technology including the Internet will be established as a critical communication medium for informing the public about the North Metro Fire Rescue District. Video Programming Survey results of other fire departments and emergency service agencies revealed that 87.5% of respondents utilized the television medium in the delivery of public education and public information materials. Of these fire department respondents, 54% indicated that their departments either owned, or had access to, video production facilities. NMFRD believes that the video production capability needs to be acquired and managed by the PIO. In addition to video productions for public and media dissemination, the ability of the Fire District to produce North Metro Fire Rescue District—Strategic Plan November 14, 2002 59 video material would be central to the management of the CARE program discussed earlier in this plan. These videos would be produced for broadcast on local access cable channels, available for checkout by service organizations, in fire stations, and/or distributed directly to citizens. Additionally, video programs could be prepared for use within the Training Division to customize training programs. Having video production capabilities employing digital equipment offers simplified updates to post-production efforts. Video production may become a necessity as the Fire District grows, emergency call volumes increase, and the ability to gather several engine companies in a single location for training becomes even more difficult than it is at present. An effective and successful public education and information program for the North Metro Fire Rescue District is reliant upon the following goals and objectives: Goal #1 The North Metro Fire Rescue District shall institute a comprehensive life safety education program to be the driving force for all public education activities. Obiective A: Create the North Metro Fire Rescue District Citizen Accident Reduction Education (CARE) program. (Anticipated completion —June 2003) Objective B: The Fire District will establish and authorize a second Public Education Officer position. (Anticipated completion— September 2004) Oblective C: Identify, prioritize, and develop areas of public education targeting specific age groups. (Anticipated completion—June 2003) Goal #2 The North Metro Fire Rescue District shall establish an aggressive program of public information and relations for the dissemination of emergency and non-emergency information to the public. Obiective A: The Fire District will establish a new full-time position of Public Information Officer. (Complete) Objective B: Establish the capability to direct and produce high-quality video programs for public consumption. (Anticipated completion—June 2003) Oblective C: Utilize all forms of the media to provide information about the Fire District. (Active and Ongoing) Oblective D: Establish the Internet as a viable communication medium to inform and educate the public. (Active and Ongoing) North Metro Fire Rescue District—Strategic Plan November 14, 2002 60 Appendix I FIRE PREVENTION DIVISION SITUATION ANALYSIS The Fire Prevention Division currently is not able to fulfill completely or in a timely manner its responsibilities in the following areas: Issuance of permits.* With the exception of system-installation permits and open-burning permits, this program is inactive with regard to permit issuance for 40 various fire code required permits. Record keeping. The usefulness of archived information, documents, and records will continue to be extremely limited until data can be captured, retrieved, and distributed electronically via a management information system providing department-wide access. Critical information is currently stored primarily in paper forms that are neither easily retrievable nor conducive to routine code-enforcement efforts. Continuing education of fire inspectors and fire safety engineers.* The magnitude of current workloads, largely resulting from unprecedented growth within the jurisdiction, prohibits personnel from taking part in training and educational opportunities at a level necessary to maintain professional excellence in a time of rapid technical changes. Standard operating procedures, rules, and regulations.* Prevention Division procedures and policies, as reference documents, are not updated as often as changing technologies and conditions warrant. Legislative development.* Legislative involvement by Fire Prevention personnel is now limited to adoption of model codes with "local amendments" as necessary to accommodate non-standard conditions and practices encountered within the jurisdiction. However, a comprehensive approach to fire prevention requires proaction in such arenas as developing codes and standards and providing input on fire-related legislation, programs, rules, and regulations under consideration at the state and national level. *Item not specifically addressed by Fire Prevention Strategic Business Unit report. North Metro Fire Rescue District— Strategic Plan November 14, 2002 61 Appendix II FIRE PREVENTION COMPUTER NEEDS Generally, the Fire Prevention Division (FPD) desires a computer system that minimizes or eliminates multiple entries of the same data, allows the capture of all information pertinent to FPD processes (e.g., plan review, enforcement, inspections, permits, time tracking, etc.), is both modular and expandable, provides a means of sending and receiving electronic documents from/to anyone in NMFRD, can be easily modified, has a graphical user interface and intuitive (e.g., checklist) operation, and supports automatic and manual reporting (both on a routine and ad hoc basis). For example, an object-oriented relational database for FPD might include the following objects with the indicated attributes: DOCUMENTS (both electronically generated and scanned) To From Date received or originated Type & identification number Collection identifier (plan #, project#, etc., that groups documents) etc. EVENTS Who (multiple) When (starting and ending dates/times) What (e.g., action items) Why (narrative) BUILDINGS/PREMISES (graphics and text) Address Common name Contacts (names and telephone numbers) Size Construction (including floor plans) Occupancy Fire protection systems Exposures Special hazards Permits Special hazards Inspection/reinspection history RAW LAND/SUBDIVISIONS (graphics and text) Hydrant locations GIS information (street addresses, owners, topography) TIMESHEETS (with 25-75 categories, by person) PROJECTS Project identification Address North Metro Fire Rescue District— Strategic Plan November 14, 2002 62 The system should let us define the relationships between objects [e.g., linking documents to projects, events (e.g., plan review) to documents, buildings to events, etc.]. Database transactions should be logged to identify the time, date, and initiator of original entries and revisions. The system should have the ability to append notes containing both text and graphics to virtually any object or entry. Security/access capabilities should be attached to each object (maybe even to each field) so that users outside of NMFRD could be given authorization to access database information. Fire Prevention information should be accessible by all personnel in the department (e.g., allowing an engine company to ascertain the performance-based, non- prescriptive building design features that must be maintained throughout the life of a specific building). North Metro Fire Rescue District—Strategic Plan November 14, 2002 63 Appendix III NORTH METRO FIRE RESCUE DISTRICT STANDARD OPERATING PROCEDURES Section II-Emergency Operations Original Date: August 15,2000 Revised: April 3, 2001 Prepared By: Dennis D. Day, Deputy Chief David Ramos,Battalion Chief Approved By: Dennis D. Day,Deputy Chief II-C-16 FIRE SUPPRESSION Page 1 of 3 Two-In/Two-Out INTENT: The purpose of this SOP is to provide operational guidelines that enhance firefighter safety while operating in Immediate Dangerous to Life and Health (IDLH) atmospheres. This SOP is intended to comply with OSHA 29 CFR regulations. SCOPE: This SOP covers operations in all IDLH atmospheres and is intended to ensure that a minimum of four personnel are assembled in full protective clothing prior to initiating operations in IDLH environments, including all structure fires beyond the incipient phase. DEFINITIONS: IDLH : An atmospheric concentration of any toxic, corrosive, or asphyxiant substance which: 1) would pose an immediate threat to life; 2) would cause irreversible or delayed adverse health effects; 3) would interfere with an individual's ability to escape from a dangerous atmosphere. Atmospheres with a concentration of oxygen by volume of less than 19.5% will be considered an IDLH. An atmosphere will be considered IDLH until proven otherwise. All structure fires beyond the incipient phase will be considered an IDLH environment. IDHL environments include structure fires, confined space rescues, hazardous material responses, and other incidents that pose a significant risks. Out-Crew : A team of two or more members positioned outside of the hazard area that is responsible for providing immediate emergency intervention for crews working in the hazard area. General Procedures: North Metro Fire Rescue District- Strategic Plan November 14, 2002 64 1. All personnel working in IDHL areas shall be in teams of two or more, and shall maintain direct visual,voice (not radio), or tethered contact at all times. Each team member will be required to: a. Provide fellow members with assistance. b. Warn of hazards encountered. c. Routinely check on welfare of fellow team members. d. Routinely advise Command of conditions. (Team Leader) e. Provide accountability (PAR) reports to Command. (Team Leader) 2. Fire rescue personnel shall not enter an IDLH environment until an Out-Crew has been established and is in position outside of the hazard area. The Out- Crew shall provide assistance to the interior personnel in the event of an emergency. The Out-Crew will consist of 2 or more personnel in full personal protective equipment with donned SCBA and ready for immediate service. The Out-Crew will have a separate hose line in place, along with any equipment needed to initiate a possible rescue of fire rescue personnel. The Out-Crew will monitor all radio traffic of crews working in the hazard area. The Out-Crew may be initially staffed by the Engineer of the first arriving company, the Battalion Chief or a Staff Officer who is approved by the Fire Chief to wear full protective clothing and self-contained breathing apparatus. This should normally be a very short term staffing assignment with the second arriving unit assuming the Out-Crew assignment. 3. Exception: The first arriving officer may waive the Two-In/Two-Out rule and initiate an immediate rescue attempt with less than four personnel if a KNOWN Life Hazard exists, and if an immediate rescue could prevent the loss of life. Crews entering the IDLH area shall always be in teams of two or more. First Arriving Company The first arriving company shall attempt to determine if a Known Life Hazard exists. If no Known Life Hazard is identified, the crew will focus on exterior rescue and attack, and/or preparing for hazard area entry. While awaiting the arrival of the second unit, the crew's activities may include, but are not limited to: 1. 360° size-up and establish command 2. Get information from owners and/or bystanders 3. Attempt to identify location of fire 4. Identify best location for entry North Metro Fire Rescue District- Strategic Plan November 14, 2002 65 5. Pull and charge the initial attack line and a back-up line 6. Exterior rescue and fire attack 7. Exterior utilities control 8. Exposure protection 9. Medical assistance for victims 10. Determine the best location and method of ventilation 11. Place PPV fan at entry point, start and leave on idle 12. Isolation and evacuation 13. Establish water supply 14. Deny access to the hazardous area Awaiting the second unit on scene may delay initial entry, but the first unit's initial activities should expedite the time to coordinate activities of fire attack, ventilation and rescue, while providing better preparation for a safe, aggressive interior attack. Second Arriving Company The second arriving company will normally become the Out-Crew. One member of the Out-Crew will be positioned at the point of entry and is responsible for maintaining a constant awareness of the activities and locations of crews working in the hazard area. This team member shall not take on additional assignments or responsibilities (exception: may feed hose from the exterior for advancing entry teams). Other Out-Crew team members shall be permitted to perform additional tasks outside of the hazard area, but these tasks must not interfere with the team's ability to immediately initiate emergency interventions. Out-Crew team members shall not take on additional assignments if the immediate abandonment of the assignment creates a safety or health risk for fire rescue personnel. Additional Out-Crew assignments may include: 1. 360° size-up (identify hazards and points of entry or exit) 2. Get information from owners and/or bystanders 3. Assemble tools and equipment that may be needed for emergency interventions 4. Exterior utilities control 5. Place PPV fan at entry point, start and leave on idle 6. Ground level exterior ventilation 7. Pull and charge an additional attack line for 3rd arriving unit 8. Provide secondary means of egress for entry crews 9. Equipment retrieval 10. Lighting 11. Exposure protection North Metro Fire Rescue District-Strategic Plan November 14, 2002 66 / Appendix IV i 1 I.4 1 I a_ t .• I i I '_-.%:::-. .. - • :LS 1 * •:;:•;:• • •; •:� o cc • ,'. ups/ • • • b. sic • •. ':•I! . North Metro Fire Rescue District-Strategic Plan November 14, 2002 Hello