INTEGRITY-HONESTY-FAIRNESS-PROFESSIONALISM

ORANGE COUNTY FIRE RESCUE - ASSESSMENT

Orange County GovernmentBoard of County CommissionersMeetingMay 14, 2013

PRESENTATION AGENDA

• Background• Divisional Assessments

- Issue Statements- Action Statements- Expected Outcome

• Departmental Initiatives• Questions

- 41 Fire Stations- Responded to over 93,000 calls in FY12- Over 54,000 EMS Transports- 1158 Employees- 4th Largest Fire Department in Florida

QUICK FACTS

• Miami – Dade (1)• Jacksonville (2)• Palm Beach County (3)

BENCHMARK DEPARTMENTS

Department

# of Stations

UniformPersonnel

Service Area

Population Served

Total BudgetRounded to Nearest Mil.

Cost PerCapita

City ofOrlando

17 499 110 237,000 90,000,000 $380.00

City of Jacksonville

62 1200 840 900,000 174,000,000

$193.00

Palm BeachCounty

49 1490 1822 864,528 348,000,000

$403.00

Miami-DadeCounty

69 2100 1883 1,802,056 369,873,000

$205.00

Orange County

41 1000 780 800,491 155,233,332

$194.00

• Fiscal Management

‒ Financial Analysis‒ Accounts

Receivable‒ Accounts Payable‒ Procurement‒ Revenue

ADMINISTRATION

• Employee Services‒ Professional

Standards‒ Career Planning‒ Recruitment/Testing

• Safety‒ Emergency Scene

Safety‒ Health and Wellness‒ Life Safety

(Community Risk Reduction)

‒ Public Information Office

Fiscal ManagementIssue – The declining revenues that support Fire Rescue Services, if not addressed, will result in:• Reduced standard of care• Increased response times• Increased property damage, injury, and death

Action – Seek out operational efficiencies while focusing on areas that will enhance service delivery, diversification of revenues, enhancement of existing revenue

Expected Outcome – An effective and efficient service delivery model, a diverse stable revenue stream that will better withstand economic fluctuations, a better alignment between fees and cost of service

ADMINISTRATION

Employee ServicesIssue – A continued organizational focus on diversity must be maintained, in order to:• Build upon past success• Maintain benefits gained from inclusion of various

segments of our community• Continuously overcome challenges in recruiting qualified

under represented members of the community• Assure organizational understanding of our diverse

evolving community

Action – Seek out results oriented recruitment and promotional processes that will assure equal access and opportunity

Expected Outcome – A well qualified highly professional workforce reflective of and responsive to the community we serve

ADMINISTRATION

ADMINISTRATION

Nationally – Women in the fire service equal 2% of the total population. OCFR – Women equal 10% of the work force

66%

19%13% 1% 1%

Population :Certified Personnel

White Hispanic Black Asian Other

• Emergency Response

‒ Structure Fire‒ Wild land Fire‒ Motor Vehicle

Accident‒ Advanced Life

Support‒ Basic Life Support

OPERATIONS

• Emergency Medical‒ Medical Support‒ Quality

Assurance/Quality Improvement

‒ Reporting/Billing‒ Hospital Liaison

• Special Operations‒ Hazardous Materials‒ High Angle Rescue‒ Confined Space

Rescue‒ Urban Search and

Rescue‒ Dive Rescue

Deployment of Resources

Issue - The current emergency deployment model, if not addressed, will result in:• A misalignment of resources versus needs• Delayed response• Increased damage to properties and/or wasted

resources

Action - Conduct a critical task analysis in order to match the appropriate resources to hazard and/or risk by property type.

Expected Outcome - OCFR will establish deployment models based on critical fire ground tasking by property risk types i.e. moderate residential, high-rise, commercial and industrial occupancies.

OPERATIONS

OPERATIONS

High ProbabilityLow Consequence

Moderate Risk

High ProbabilityHigh

Consequence

Maximum Risk

Low Isolated Risk

Low ProbabilityLow Consequence

HighSpecial Risk

Low ProbabilityHigh

Consequence

Distribution

Co

nc

entr

ati

on

PR

OB

AB

ILIT

Y

CONSEQUENCES

• Dispatch Center- Call-taking- Emergency Medical

Dispatch- Pre-arrival

instructions- Emergency

dispatch/ scene support

COMMUNICATIONS

- Telecommunications- EMD Quality

Assurance/Quality Improvement

- Computer Aided Dispatch

- Research & Planning

Communications

Issue: The processing of emergency calls for service is a critical link in the mitigation of emergencies, if not regularly measured may result in:• Delayed response• Decreased survivability • Increased property damage

Action: Assessment of current call processing procedure and development of a pre-alert dispatching system.

Expected Outcome: Improvement in overall response time and increased capacity with the use of existing resources.

COMMUNICATIONS

COMMUNICATIONS

COMMUNICATIONS

• Response Time Reduction InitiativeIncludes All Incident Calls

11/30/12 03/25/13• Alarm Handling 1:29 0:29

• Total Response Time 10:41 09:48

• Total Response Reduction Time is :53

“Seconds Save Lives”

COMMUNICATIONS

• Plans\Code Compliance• Building Plans Review• New Development Review• Code Development Review• Fire Protection Plan Review

OFFICE OF THE FIRE MARSHAL

• Fire Inspections• Fire Safety Inspections• Operational Permit

Inspections• Code Compliance Inspections• Childcare facility Inspections

Issue: Plans processing, inspection, and issuance of permits must be handled in a timely, accurate manner, and if not addressed will result in:

• Lack of confidence within the building community• Missed economic development opportunities• Increased taxpayer burden in order to maintain existing level

of service

Action: Assessment of current practices and procedures.

Expected Outcome: Improved overall plan processing, permit issuance to final approval time and increased customer satisfaction\confidence

OFFICE OF THE FIRE MARSHAL

TRAINING• Incumbent Training

‒ Continuing Education‒ Re-certification‒ New equipment‒ Policy and Procedures‒ Command School‒ Lieutenants Academy‒ Battalion Chiefs

Academy• Specialty Training‒ Trench Rescue‒ Building Collapse‒ Rope Rescue‒ Confined Space‒ Vehicle Machinery

Rescue‒ Hazardous Materials‒ Dive Rescue

• Medical Training‒ Advanced Cardiac Life

Support‒ Pediatric ALS‒ Protocol & Procedures‒ New Equipment‒ Continuing Education

• Recruit Training‒ Basic Fire Response‒ Vehicle Extrication‒ Incident Command‒ Standard Operating

Procedures‒ Probationary

Assessments

Issue: The lack of a comprehensive professional development program couple with increased industry and community expectations, if not addressed will result in:

• Increased liability to the Department/County• A mismatch between existing skill sets and expectations• A gap between needs and available future leaders

Action: Development of a comprehensive training and development program.

Expected Outcome: A professional development system that fulfills expectations across all ranks, enhances customer service levels, and provides a ready cadre of future leaders.

TRAINING

TRAINING

4. Promotion Prep

1. TechnicalPosition

Competency

2. Formal Training

3. Leadership Training/ Performance Counseling

by Supervisor (OJT)

Fire FighterFire Fighter IIEMT- B, PIncident Command

EngineerDriver/Pump OpsParamedicCollege Credits

LieutenantFire Officer IFire Service Inst.Associates

Captain/Battalion ChiefFire Officer II, IIIBachelors DegreeNFA Executive Officer

Assist, Division, Deputy ChiefMasters DegreeExecutive Fire Officer

Professional Development Life Cycle

Issue: The lack of a modern sustainable fire service training center within Orange County, if not addressed will result in:

• Increased cost to deliver mandated training• Decreased ability to meet the demand and community

expectation• Possible increased liability

Action: Conduct a regional needs assessment and formulate training center strategic development plan

Expected Outcome: A training center strategic development plan that identifies potential partners, users, and identifies needed infrastructure to meet current and future needs of the OCFRD.

TRAINING

LOGISTICS• Facilities

‒ Project Management‒ Fire Station Design‒ Facility Upgrades‒ Facility Repairs‒ Facility Location

Planning

• Supply/Equipment‒ Personnel Protective

Equipment‒ PPE Testing & Repair‒ Station Supplies‒ Medical Supplies‒ Uniforms‒ Emergency Apparatus

Supplies

• Vehicle Support‒ Preventative

Maintenance‒ Fire Apparatus Repair‒ Aerial Apparatus Repair‒ Vehicle Testing‒ Apparatus Specification

Issue: Aging departmental infrastructure, increased demand for service, and community development, if not addressed will result in:

• Increased vehicle repair time• Increased vehicle maintenance cost• Increased station repair and maintenance costs• Increased response time, property damage, death, and

disability

Action: Conduct a infrastructure needs assessment.

Expected Outcome: An infrastructure replacement plan that considers non-traditional options that will allow the department to provide for service demands in the most fiscally responsible manner.

LOGISTICS

• Station/Facility visits• Critical Incident Notifications• Orange County Community Bridge • Insurance Services Office – Resurvey Program • Departmental Leadership Program – Point of the Spear• Career Development Manual• Benchmarking Study• Dive Training Program• Lessons Learned Database• Oath of Office for Officers• Departmental Reorganization• Managing for Results

DEPARTMENTAL INITIATIVES

Questions

Orange County Community Bridge Program

• Partnership between United Way and OCFR

• Designed to bridge the gap between citizens and available community resources

• Fire Rescue personnel can be the bridge that makes a difference in the life of a person or family in need

Point of the Spear

“Somehow the subjects touched on all aspects of our jobs. From the situations we deal with to how to handle them, it was on target 100%! I have learned and grown so much in 1 week.”

Point of the Spear

“This course taught me how to use leadership tools to be more effective as a leader and as a subordinate.”

Point of the Spear

“I have been in the fire service for 30 years. This will enhance my ability to grow better people and better leaders.”

Point of the Spear

“One thing our organization lacks when it promotes people, is teaching those new leaders the skills to be successful. This class is a great learning tool to prepare new leaders and build teamwork.”