Department of Fire and Rescue Services Strategic Fire Year Staffing - PowerPoint PPT Presentation

Warren County Department of Fire and Rescue Services Strategic Fire Year Staffing and Implementation Plan Richard E. Mabie, Fire Chief Gerry R. Maiatico, Captain “Evaluating the Past, Preparing for the Future” “One Department – One Mission” 1

Methodology and Overview  Comprehensive Self-Analysis  Realistic and Attainable Goals  Review of Historical Data  Reference Documents: Understanding and Implementing Standards  State of the Volunteer Fire Service Report (2018)  Fire Service Deployment: Assessing Community Vulnerability  NFPA 1720  2018 SAFER Grant Guidelines  “One Department – One Mission”

Methodology and Overview  Developed Five Strategic Staffing Objectives: Strategic Objective #1 – 24/7 Staffing at Rivermont FS#2  Strategic Objective #2 – Increase Staffing in High Call  Volume Stations Strategic Objective #3 – Increase Fire/Rescue “Floater”  Positions Strategic Objective #4 – Staffing Additional Support  Services Positions Strategic Objective #5 – Increase Community Fire/Rescue  Volunteer Retention “One Department – One Mission”

Methodology and Overview  Calls for the addition of 26 uniformed personnel  Spread over the five year period  Provides three implantation strategies  Considers financial burden to the taxpayer  Meets current and long-term needs  NFPA 1720: Standard on Organization and Deployment of Fire Suppression Operations, EMS Operations and Special Operations to the Public by Volunteer (Combination) Departments “One Department – One Mission”

“One Department – One Mission”

NFPA 1720: Staffing and Deployment Demand Zone Demographics Minimum Staff Response Time Meets Objective Urban area 15 9 90% Suburban area 10 10 80% Rural Area 6 14 80% Remote area Travel distance > 4 Dependent of 90% 8mi travel distance Special Risk Determined by AHJ Determined by Determined by 90% AHJ based on risk AHJ “One Department – One Mission”

“One Department – One Mission”

Department Overview  Calls for Service:  Single Year Increase of 14.4%  10 Year Increase of 30.5%  20 Year Rate of Growth:  Increase of 1.3 operational positions per year “One Department – One Mission”

Yearly Response Comparison “One Department – One Mission”

Current Operations Daily Staffing Locality Population Minimum Min. Staffing Maximum Max. Staffing Staffing Per Capita Staffing Per Capita Winchester City 28,282 12 2,357 18 1,571 Fauquier 70,150 27 2,598 n/a n/a Frederick 87,776 27 3,251 34 2,581 Shenandoah 42,940 12 3,578 16 2,683 Warren 39,630 10 3,963 10 3,963 Page 23,833 5 4,766 6 3,972 Clarke 14,400 2 7,200 3 4,800 Rappahannock 7,219 0 7,219 0 7,219 “One Department – One Mission”

Strategic Staffing Objective #1  Provides 6 Firefighter/EMTs for Rivermont Station #2  Alleviates call pressures from Station #1  Alleviates call pressures from Station #10  Helps protect the Fortsmouth Response Area “One Department – One Mission”

Strategic Staffing Objective #2  Increase Staffing at Front Royal Station #1  Utilizes Potiental SAFER Grant Funding  Initial increase of 3 Firefighter/EMTs per shift  Moves to meet NFPA 1720  Increase Staffing at North Warren Station #10  Utilizes 3 additional Firefighter/EMTs per shift  Details one per shift from Station #1 “One Department – One Mission”

Strategic Staffing Objective #3  Increase Floater Positions (2 per shift/day) 10,808 hours of leave used  291 Days with leave used  121 Days with only 1 leave vacancy  170 Days with multiple leave vacancies  74 Days with no leave used  $67,872 in part-time salary used to cover leave cost  (estimated) $137,080 in overtime salary used to cover leave cost  (estimated) “One Department – One Mission”

Strategic Staffing Objective #4  Addition of Assistant Chief  Re-implementation of the Captain of Training “One Department – One Mission”

Strategic Staffing Objective #5  Increase Community Volunteer Recruitment and Retention  LOSAP  Pay per staffing hour  Evaluate a pay per staffing hour program “One Department – One Mission”

Implementation Plan  Develops 3 Implementation Options: Implementation Option #1 - Staggering personnel  without grant funding assistance Implementation Option #2 - Increase staffing levels at  year one with grant funding assistance Implementation Option #3 - Staggering personnel  with grant funding assistance “One Department – One Mission”

SAFER Grant  Staffing for Adequate Fire and Emergency Response  Designed to be utilized to meet NFPA 1710/1720  Recommend 15 positions (implementation option #3) “One Department – One Mission”

Projected Operations Daily Staffing Level Comparisons Locality Population Minimum Min. Staffing Maximum Max. Staffing Staffing Per Capita Staffing Per Capita Winchester City 28,282 12 2,357 18 1,571 Warren 39,630 16 2,477 18 2,202 Fauquier 70,150 27 2,598 n/a n/a Warren 39,630 15 2,642 15 2,642 Frederick 87,776 27 3,251 34 2,581 Shenandoah 42,940 12 3,578 16 2,683 Warren 39,630 10 3,963 10 3,963 Page 23,833 5 4,766 6 3,972 Clarke 14,400 2 7,200 3 4,800 Rappahannock 7,219 0 7,219 0 7,219 Projected staffing with 26 new positions Projected staffing with 15 new positions Current staffing “One Department – One Mission”

“One Department – One Mission”

Conclusion  Evaluating the Past, Preparing for the Future  Vital Tool for Planning Process  Continual Evaluation Process  Volunteer and Community Focused “One Department – One Mission”

Questions