Camden County and Gloucester County The Truth

As of Today Gloucester Still has No Signed EMS Contract ???

 

Gloucester City EMS Part 2

     

Gloucester City EMS Proposals Part 1

 

Washington Township Chief Thinks Gloucester will have Another July 4 Fire

-----Original Message-----
From: Jack Lipsett [mailto:[email protected]]
Sent: Friday, May 21, 2010 12:29 PM
To: John Hoffman
Subject: Re: Report

Thanks, Chief.

I will give you a call.



John Hoffman wrote:
> Jack, Call me on my cell... 856-297-4335... maybe I can meet you somewhere
> and hand the info off to you...  and yes, I'm aware that its getting
fun...
> some of my fire service counterparts are all discussing and behind closed
> doors, disappointed with the brethren firefighters who are too bull headed
> to sit down and compromise... and no one I've talked to, even people who
> have been long time associated in one way or another can figure out why
the
> hell GCFD has 6 career chief officers...
>
> Even for a department of our size, we currently have 6 volunteer chief
> officers and 1 career chief officer... and we are modifying that a bit
later
> this year going to 2 career chief officers and 4 volunteer chief
officers...
> currently besides me serving as the only career chief officer, we have 3
> career captains... and they all have ancillary duties besides their
> supervisory rolls... as do I...
>
> I not only serve as the fire chief, but I'm also the fire official (fire
> marshal), one Captain is also the department wide training officer and he
> supervises the maintenance shop, another Captain supervises and is in
charge
> of all of our facilities and grounds including lawn equipment, buildings
> etc... and another Captain is in charge of all of our public education
> programs and he supervises a firefighter on his crew who is our department
> quartermaster... and this Captain is also our lead Safety officer for the
> department... and he is also assigned to the fire investigation unit...
>
> I think the most disturbing thing I keep hearing about your department is
> that the career and volunteer staff still have done nothing to improve the
> training and fire ground coordination between the two components since the
> horrible July 4th tragedy... everyone all around South Jersey know its
just
> a matter of time before it happens again, and nothing has been fixed in
that
> regard... it bothers me, because I hate going to funerals... and I've done
> quite a few of them... both sides in your department seem to hate each
other
> so badly, they refuse to work together to accomplish the mission... each
are
> so jealous of the other they cloud their mission with emotions... and both
> have to get over it or someone is going to get killed again...
>
> Please call me...
>
> John

 

 

Washington Township chief's e-mail links 2 fire fights

Click on the following link to view story:

 

Washington Township chief's e-mail links 2 fire fights - NJ.com

Mayor and Council Have Back Room Vote To Privatize Ambulance

 

 

Gloucester City Mayor & Council Helping History Repeat It Self by Cutting Staffing???

 

Fire dept layoff and police hire

On 2/8/11 @ 2pm in a secret meeting held at the municipal building a new police officer was sworn in. Gloucester cities first female officer.
Just 2 months ago mayor and council laid off 8 firefighters due to economic reasons. To date the fire dept is down 11 positions.

Gloucester City Ambulance Privatization

         

Evaluation of Gloucester City Fire and Emergency Medical Services

 

 

evaluation of fire and emergency medical services

“A PATH FORWARD FOR GLOUCESTER CITY……”

 

 

 

Table of Contents

 

Introduction                                                                                                        2

Review Panel                                                                                                       3

Executive Summary                                                                                        4

Evaluation Objective, Scope and Methodology                                   7             

Gloucester City an Overview                                                                        8

 Findings and Recommendations                                                                9

Organization of Gloucester City Fire Department                             10

Community Fire Protection                                                                         15

Deployment of Resources                                                                             21

Training, Certification and Development                                              35

Implementation                                                                                                 39

 

 

 

 

 

Introduction

The death of a firefighter is a formidable event for the families, fire department, and the community they serve. In the United States, we experience an average of 100 firefighter deaths annually. It is the tradition of the Fire Service to honor those who have sacrificed before us by learning from their experience, and to use those lessons as we forge ahead in public safety. The purpose of this report is to create a path forward for the Gloucester City Fire Department, and others, as they continue to serve their communities.

The presented report is complete and provides an accurate evaluation of the current challenges facing the Gloucester City Fire Department the city, and the people they serve. The recommendations presented are the independent judgments of the review panel from information developed during their review. The information used in the report came from analysis of call demand, demographics of the community served, and interviews with elected officials, city leaders, fire officer’s, career and volunteer firefighters of the Gloucester City Fire Departments.

The review panel firmly believes that the Gloucester City Fire Department has the ability to move forward and re-focus a fragmented service to a single corps that can serve as an example for others. It was noted during this review that City leaders and Fire Department officials have already taken some steps to improve Fire Department operations. However, there is still more work to be done. The review panel discovered during the interview phase many talented and dedicated members who are ready to commit the time and effort by “rolling up their sleeves”, and begin the work required to better synchronize the efforts of Fire Department members.

The review panel wishes to thank all those who actively participated in this evaluation. We remain available to continue with our assistance as you move forward with your efforts.

Respectfully submitted,

 

“It is easy to be brave from a safe distance”   THOMAS J. STEWART III JAMES E. SYLVESTER JOHN D. WEST Sr.

Gloucester City Review Panel

 

 

 

 

 

Gloucester City Review Panel

 

William Dukes

William Dukes serves as the Fire Chief for Mount Laurel, New Jersey a combination Fire Department in Burlington County New Jersey. Chief Dukes has been active in the fire service for over 38 years.

 

Robert Giorgio

Robert Giorgio serves as the Fire Chief for Cherry Hill, New Jersey a combination Fire Department in Camden County New Jersey. Chief Giorgio has been active in the fire service for over 23 years.

 

Michael Hall

Michael Hall serves as the Fire Chief for Collingswood, New Jersey a combination Fire Department in Camden County New Jersey. Chief Hall has been active in the fire service for over 30 years.

Joseph Riggs

Joseph Riggs serves as the Fire Chief for Haddonfield, New Jersey a combination Fire Department in Camden County New Jersey. Chief Riggs has been active in the fire service for over 23 years.

 

 

 

 

Executive Summary

The Gloucester City Fire Department was organized on July 5, 1878 to provide fire protection to the residents and visitors of Gloucester City New Jersey. Like many municipal fire service agencies, the Department has evolved over time to meet the needs of the community. In addition, the community has felt the impact of changing societal trends, greater public safety regulation, and increased demand for service.

 

After the tragedy of July 4, 2002, Fire Chief William Glassman asked a group of neighboring Fire Chief’s to perform an evaluation of their service and to develop a plan for improvement. The review panel focused their efforts on the following fundamental questions:

 

What limits the Gloucester City Fire Department from applying its resources in a manner that best synchronizes the overall effort? Is the current method of deployment adequate? What alternatives exist to consistently assemble a trained response force?

 

The evaluation panel concluded that the leadership and members of the Gloucester City Fire Department have the ability and desire to improve the capabilities of the Fire Department. Analysis indicates that the best approach to initiate these improvements lies within the existing membership based upon a structured plan with measured objectives.

 

 

The review panel noted the depth of talent available within the Gloucester City Fire Department. In addition, the elected leaders and Business Administrator are committed to helping the Fire Department as they work to make the necessary improvements. The review panel identified the following strengths within the GCFD:

 

Ø      A strong desire to build pride and competence

Ø      Commitment to working on the tough issues facing the department

Ø      Recognition of problems with career and volunteer relations

Ø      Overall desire to expand training and development

 

As outside observers, the depth of relationships between various members of the Department was evident. Some of these relationships were forged as childhood friends others are through marriage and many have direct family relation. The review panel sees this as a strength that should be the used to the advantage of the Gloucester City Fire Department and the City in general.

 

The Fire Department needs to work on a number of fundamental issues to build on the organizational framework already established. The changes required seem relatively easy to implement and should have a broad effect on the underlying problems facing the Department. The overall goal is to better synchronize the departments resources to serve the community. In addition, changes are needed to the current deployment of resources to meet the demands experienced within Gloucester City. 

 

Based on the evaluation, interviews, and analysis of response data, the review panel identified the following recommendations for the Gloucester City Fire Department.

 

 

 

Organization, Coordination and Management

 

Ø      Improve the organization of the Department including the Fire Chief’s authority to appoint volunteer Fire Officers, delegate work to subordinate officers and assign staff to permanent roles such as Training and Staff Chief.

Ø      Change the process used to develop, implement, and evaluate Written Directives and Operating Guidelines.

Ø      Institute a set schedule of meetings with officers and staff to improve communications, oversight, and accountability.

 

Planning Community Fire Protection

 

Ø      Develop a long-range plan that includes apparatus, facilities, and personnel.

Ø      Explore regional solutions to fire protection needs in the Gloucester City region.

Ø      Evaluate Fire Station locations to strategically serve the community

 

 

Deployment of Resources

 

Ø      Evaluate current deployment of the Initial Response force to meet industry-accepted standards. The response force should demonstrate a consistent ability to deploy and assemble within an established response time frame.

Ø      Design an “All Hands” response plan that will compliment the initial response force.

Ø      Consider selecting a location for a new Fire Station that complements the Headquarters Station and deploys Fire Department personnel using a two-station response plan.

Ø      Continue to refine the Standard Company Function Operating Guideline to coordinate Departmental and mutual aid resources. Train all firefighters and officers in this procedure to a proficient level of understanding.

 

Training and Orientation

 

Ø      Establish uniform training requirements for all members of the department.

Ø      Develop minimum training and education requirements for all Officers at each rank.

Ø      Establish the position of Training Officer and charge this individual with developing and implementing a Training Plan to meet the needs of the Department.

Ø      Implement quarterly department wide training to evaluate the effectiveness of the response force and to assist the development of a seamless response force.

Ø      Initiate an Officer Development program that includes administrative practices, implementing departmental policy and team building.

Ø      Design a New Member Orientation process that includes all phases of introducing a new member to the Fire Department. This should include background evaluation, membership to the Association, Firefighter I requirements, and orientation to the Gloucester City Fire Department operations.

 

Fire Prevention and Code Enforcement

 

Ø      Continue to expand the code enforcement role performed by the Fire Department.

Ø      Oversee the smoke detector certification program and train personnel in this role

Ø      As Code Enforcement, efforts expand, assign, or share sufficient clerical staff to ensure inspectors focus on the core mission.

Ø      Continue to expand Public Fire Safety Education program in the community.

Ø      Evaluate ability to perform fire sub-code role.

 

The evaluation committee, in discussions at every level of the fire department and government of Gloucester City, are confident that the desire exists to enhance the Gloucester City Fire Department’s service delivery. Implementing these recommendations, in most, any form or manner, should serve to bolster the fire protection of the citizens of Gloucester City.

 

 

 

 

Evaluation, Scope and Methodology

 

Evaluation Objective

The evaluation of the Gloucester City Fire Department will provide a plan for the future of the department. The objectives of this evaluation are:

 

• Evaluate the past and current condition of the fire department

 

• Encourage the membership of the department to help shape the department for the future

 

• Recommend changes in administration, operations, staffing, fire prevention practices, and training.

 

 

Scope of the Evaluation

The scope of the evaluation will encompass all aspects of the fire department as they relate to personnel, training, physical facilities, apparatus, operational practices, administrative abilities, and communications.

 

 

Methodology

The method for this evaluation will be multi-faceted. The following methods will be used to obtain the information needed to make an objective evaluation of the department;

 

• Review of current Standard Operating Guidelines.
• Interviews of past and present members of the department, local government, and other agencies within the City.
• Two surveys to solicit answers to pointed questions concerning the state of the department. Both members of the department, and local government officials were surveyed (see Appendix A).
• A comparison of demographics similar to Gloucester City to draw likeness and recommend best practices.
• Review of response data and demographical information.

 

 

 

Gloucester City - An Overview

English Quakers settled Gloucester Point in the 1670s. Gloucester Town was made the County Seat of Old Gloucester County in 1686. It held this position until 1786 when the County Seat was moved to Woodbury. Gloucester Town was at first a part of the Third or Irish Tenth and was located in Gloucester and later Union Township.

In 1844 Camden County was carved from the northern portion of Old Gloucester County. That same year the town was changed forever by the arrival of David S. Brown and the industry he brought to the town. Gloucester City was incorporated in 1868. The late 19th century saw further prosperity under William J. Thompson, who made Gloucester a resort town. Afterwards the city thrived as an industrial center until the early 1980s. The City is working to make infrastructure improvements and encourage development that best utilizes the attributed of the town.

The Gloucester City Fire Department has a long and proud history. The events of July 4, 2002 found the members of the department and the citizens of Gloucester City concerned about the Fire Department. While there were three investigative reports in the process, Chief William Glassman contacted four Fire Chiefs and requested their help in conducting an independent evaluation of the department. This appeal led to a formal request by the Gloucester City Mayor and Council for an evaluation of the department.

 

The Evaluation Group met and formulated a plan to evaluate the department. The goal of the group was to provide the department with a “working plan” that will assist them in making adjustments to current practices, plan for the future and further a proud tradition of being a Gloucester City Firefighter. This evaluation may indicate that change is necessary, call into question some practices while reinforcing others, all in the hopes of providing a solid plan for the future of the Gloucester City Fire Department.

 

 

 

 

 

 

 

 

 

 

 

 

FINDINGS AND RECOMMENDATIONS

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Organization of Gloucester City Fire Department

 

A. Organization

 

The Gloucester City Fire Department is established and defined within the Gloucester City Code Article IX, Section 4-49. The Administrative Code outlines the responsibilities, formation, and training required to support the good order and function of Fire, Emergency Medical, and Emergency Management functions within the City.

 

The Administrative Code also references three Divisions within the Gloucester City Fire Department. 1) The Career Fire and Emergency Medical Services 2) Volunteer Fire Division and 3) Division of Emergency Management.

 

The current table of organization is represented in scalar fashion with functional responsibilities assigned. It is noted the Gloucester City Fire Department also provides Code Enforcement, Emergency Medical Services and serves as the coordinating agency for Emergency Management.

 

Within the City Government, the Gloucester City Fire Chief reports to the Mayor, City Business Administrator, and the Common Council. The extent of oversight and range of issues differs between each of the named officials.

 

 

B. Written Directives, Operating     Guidelines and Communications

The Gloucester City Fire Department uses a system of written directives or Standard Operating Guidelines to guide the Fire Department in its daily and reoccurring responsibilities. The directive system spans all aspects of the Fire Department. Subjects are indexed under the following titles:

 

• General Administration
• Training
• Inspections
• Operations
• Emergency Medical Care
• Rescue/Special Services
• Headquarters/Administration, Operational & Supervision

 

 

 

C. Coordination and Oversight of Functional Units

Presently, the coordination and oversight of the opertating units varies by issue and unit. The Chief of Department has meetings with personnel to discuss business and operational items. The frequency of the meetings and the attendees changes depending on the issue and availability of personnel. Meetings scheduled with the Fire Committee and volunteer Chief’s are not regularly attended, and often are only attended by a designated representative.

The Chief of Department is required to handle many duties that can be delegated to his subordinate officers. As fire, agencies grow in size, the frequency and complexity of routine tasks increases exponentially. It is common for Officers throughout the organization to work harder to keep up with the demand as well as taking a fresh look at their roles and responsibilities within the Department. 

 

D. Recommendations

 

Organization

D1)                       The Fire Chief should only report to one person. In the city’s present table of organization, the City Business Administrator could serve as the Fire Chief’s immediate supervisor. Currently, the Fire Chief, along with the City Council, selects and appoints subordinate volunteer Fire Officers within the Department.

Since the Fire Chief retains the ultimate responsibility for the overall operation of the entire Fire Department, a new process to appoint other Officers would benefit the organization. The new process should include a combination of elements such as: Minimum levels of training/certifications, education, command experience and demonstrated leadership ability. The final selection and appointment as part of the Fire Chief’s leadership core must remain the discretion of the appointed Fire Chief.

 

 

 

D2)                       The Fire Department needs to adjust the assignment and use of personnel to fulfill necessary staff functions. As demands increase and expectations grow, many organizations often fail to adjust the number and function of their personnel. At opposite ends of this spectrum are small agencies where two or three people often perform 5-8 functions, compared to a large agency that has sufficient personnel who focus on single tasks.

The Gloucester City Fire Department is organized around approximately 80 positions and requires sufficient staff to lead, manage, and develop the assigned personnel. In order for a public safety agency to be proficient, the membership of that agency must be trained to meet the core mission. In addition, the agency must be prepared to handle routine 911-call demand, service spikes, such as major storms and complete other daily tasks such as fire prevention, code enforcement, equipment maintenance, and training.

Ignoring the need for adequate personnel to perform these tasks forces the existing personnel to make their best effort to complete them. The most common failure in this scenario is that only limited portions of the total workload is ever finished.

The Fire Department needs to implement the position of Training Officer to coordinate the overall training and safety program for the department. The immediate need is to train all GCFD personnel as one organization so they can work together as a more confident uniform force on the emergency scene. In addition, the Training Officer should use existing Officers to instruct and deliver the training. The addition of this position will fill a number of voids and allow existing personnel to expand their scope of service.

The Fire Department needs to implement the position of Staff Officer. The person serving in this role will assist the Fire Chief in exercising executive control over the direction, implementation, and coordination of departmental programs and policies. The person serving in this capacity relieves the Fire Chief of detail so that he/she may work on more strategic matters.

 

 

 

 

 

 

 

Written Directives & Communications

D3)                       The Fire Department can improve its current process of developing, implementing, and evaluating Written Directives and Operating Guidelines. The Fire Chief should initiate a process to circulate these documents in draft to the agency officers or subject matter expert. One Staff Officer should be appointed to completely oversee this process and to assist in the policy assignment, development, routing, and feedback.

The process should mandate a written response from every Officer with feedback submitted in a timely and legible fashion. In addition, the department should move to a system that circulates the policies at scheduled meetings so that the implementing leaders can receive the policy message. The extent of involvement will change based on the type of policy and its anticipated difficulty to implement. 

D4)                       The Fire Department needs a more formal method to communicate information on an intermediate basis that is of limited duration. Such communications often take the form of General Memorandums that are numbered and titled for ease of tracking and indexing. Information communicated by General Memorandum includes member information, upcoming events, temporary instructions, and similar information.

 

Coordination and Oversight

D5)                       The Fire Department must perform a review of all the functions currently performed and determine the best use of personnel. With the addition of the Training Officer and Staff Officer, the Fire Department would be in a position to restructure the work effort and distribute the functions based on the new organization.

The Fire Chief should delegate a number of duties to subordinate officers and the new assigned staff so the workload is more manageable and related to the role as Chief of Department.

D6)                       The Fire Department needs to establish a set schedule of meetings to communicate information, obtain feedback, assign work, and report progress on current assignments. The Department needs to train the leaders of the functional Units in how to prepare for, participate in, and be knowledgeable as to the purpose of department meetings.

D7)                       In order to effectively manage the organized labor force the Department needs to implement a structured labor-management relations program. The program should include ongoing training in labor management relations for the Fire Chief, staff and the labor presidents.

 

 

 

The following plan is recommended for departmental meetings:

 

Meeting	Attendees	Time	Frequency
Staff Meeting	Fire Chief Fire Marshal,  EM/Chief EMT, Staff Officer, Training Officer	1 hour	Weekly
Field Chief’s	Fire Chief Group Chiefs, Volunteer Chief, Training Officer, Staff Officer	1 hour	Bi-weekly
Governmental	Fire Chief, Staff Officer, Elected Leaders	40 minutes	Monthly
Business Administrator	Fire Chief	As directed	As directed

 

 

 

COMMUNITY FIRE PROTECTION

 

A. Planning

 

Fire protection in America dates back over 250 years. Since that time, the provision of fire protection services has developed from a community function requiring the participation of every man, woman and child to a specialized function performed by trained personnel using a combination of specialized equipment and built-in elements including telephone, water distribution, and facility fire suppression equipment.

Planning community fire protection now considers a number of factors to determine need and approach. The fundamental aspects of the plan are time tested and proven. They include: (1) the plan itself, which must be feasible and directed toward clear goals; and (2) the process by which the plan is developed, which must ensure that all major goals are considered and every consistency to be affected by the plan is reasonably involved in the planning process[1].

The first step is to evaluate the current level of protection in-place within the community. The information obtained from the evaluation, when analyzed in terms of broad, generally recognized public fire protection goals, provides the framework to determine the elements required to develop the plan.

The next step in evaluating community fire protection is to examine specific information about the jurisdiction including; known hazards, existing life hazard, fire frequency, weather concerns, demographic and geographic factors. The data is then compared to the best method to provide fire protection for that community. Fire protection planners must consider all the elements in designing the protection within the community.

 

 

 

B. Citizen and Elected Official Expectations

Dating back to the first inhabitants of our Country, citizens living in our communities have an expectation of the level of Fire Protection Service. We contrast those expectations as follows- a resident who chooses to settle in a rural location would expect a different level of protection than a person living in an urban community.

Fire Protection in the rural community often consists of a volunteer fire department, without the existence of public water mains, which covers a significant response territory equating to delayed response times. Citizens in rural areas expect that if a fire develops in or around their property that the fire building, and structures close to it, could be lost before the intervention of the Fire Department.

Citizens within an urban community understand the relation between fire and their interconnected housing developments. The urban community requires a fast, capable, and coordinated attack to reduce the chances of total conflagration, a condition that the community’s first inhabitants experienced first hand.

In addition, citizens residing in urban and suburban communities expect the fire protection force to arrive on the scene and complete the rescue of trapped occupants within the effected structures. Saving people trapped within burning structures is a fundamental expectation held by the citizens living in urban and suburban towns, an act that is performed hundreds of times each year.

1) Adequate level of fire protection:

The question of "adequacy" is addressed not only in day-to-day needs, but also in major contingencies and in future needs that can be anticipated. A definition of "optimal" protection is required which will be in contrast to "minimal" protection – that which fails to meet contingencies and future needs, and "maximal" protection - that which is usually more expensive than a community can afford.

Comprehensive planning must include contingencies drawn from an analysis of community hazards. This process of hazard identification and analysis is crucial to fire department planning.

 

2) Reasonable Community Costs:

Fire, both as threat and reality, has its costs. These costs include; deaths, injuries, property losses, medical bills, and lost tax revenues, plus the costs of maintaining fire departments, paying fire insurance premiums, and providing built-in fire protection. Each community must decide upon an appropriate level of investment in fire protection. Some costs that are beyond the public's willingness to bear may be transferred to the private sector (as when buildings over a certain size or height or with certain occupancy are required to have automatic extinguishing systems).

3) Acceptable risk:

A certain level of fire loss must be accepted as tolerable simply because of limited resources of a community. Conditions that endanger the safety of citizens and fire fighters beyond the acceptable risk must be identified as targets for mitigation and improvement.[2]

4) Elected Officials

Elected Officials often face both accolades and complaints from citizens on a daily basis. As an elected body, they must have a working knowledge of every municipal service in order to respond when questioned about a particular condition or decision.

The elected officials clearly stated their expectations of the Fire Department from both personal interviews and the survey questionnaire, they are:

• Respond in an efficient and competent manner
• Members of the department will handle themselves in a professional manner and to be courteous to the residents.
• Volunteer and career must work together to strive for what is best for the community.
• Eliminate parochial vision. The Fire Department must recognize they are a governmental partner.

 

 

C. Primary Roles

 

 The following are significant functions for which fire protection agencies typically have primary or significant roles.

Fire suppression:

Fire fighters need proper training and adequate equipment to save lives, extinguish fires quickly, and to ensure their own safety.

 

Specialized emergency and disaster services:

These include hazardous-materials incidents, floods, earthquakes, multiple-vehicle accidents, cave-ins, collapsed buildings, volcanic eruptions, searches for lost persons, attempted suicides, a variety of specialized rescue services, etc.

 

Emergency medical services:

Capabilities needed during fires and other emergencies include basic first aid, resuscitation, and possibly advanced life support or paramedical services. Paramedical services include emergency treatment beyond ordinary first aid, performed by fire service personnel under supervision and through radio communication, for example; with a physician.

 

Fire prevention:

This includes approval of building plans and actual construction; inspection of buildings, their contents, and their fire protection equipment; investigation of fire causes and spread that will guide future fire prevention priorities and determine when the crime of arson has been committed.

Fire safety and dangerous-situation education:

Fire departments have an obligation to bring fire safety and dangerous-situation education into not only schools and private homes, but also into commercial occupancies such as restaurants, hotels, hospitals, and nursing homes, all of which have a greater-than-average fire potential or life safety hazard. These programs may include such topics as swimming pool safety, babysitter training, or regular evacuation exercises.

Deteriorated building hazards:

In coordination with other municipal departments, fire departments can work to abate serious hazards to life and safety caused by deteriorated structures or abandoned buildings.

 

Regional coordination:

Major emergencies can exceed the capabilities of a single fire department. Neighboring fire jurisdictions should have detailed plans for coping with such emergencies. However, effectiveness may also be improved through sharing of day-to-day operations – i.e. an area wide communication, and dispatch network.

 

Data development:

Knowledge of current fire department performance and how their practices should change to improve performance depends upon adequate record keeping. Computers and fire administration related software now play an important role in fire protection and emergency management planning.

 

Community Relations:

Fire departments are representative of the local community that supports them. The impression they make on citizens also affects how citizens view their government. Volunteer departments dependent upon private donations must, of course, also be concerned with community relations. Moreover, since fire stations are strategically located though the community, they can serve as referral or dispensing agencies for a wide range of municipal services.

As communities set out to improve their fire protection, they must not consider the fire department alone. Police Departments have a role in reporting fires and in handling traffic and crowds during fires. The cooperation of the Building Construction Department is needed to enforce the fire safety provision of building codes. The work of the Water Company in maintaining the water system is vital to fire suppression. In fire safety education, the Public school system, the Department of Recreation, and the Public Library can augment the work of the fire department. Future community development and planning will influence the decisions made regarding fire protection and the expected demand on city services.

 

D. Recommendations

 

D8)                     Long Range Plan

The Gloucester City Fire Department should initiate a long range planning process to identify future needs and challenges. The process to complete this plan must involve community leaders, citizens, and Fire Department personnel. The plan would include facilities, apparatus, personnel, anticipated demand on service and regional approaches to the public safety services provided by the Fire Department.

An added benefit to enhance long-range planning would be to work at improving the current Insurance Service Office public protection classification for Gloucester City, its residents, and business community

 

 

D9)                     Regional Solutions

The Fire Department, in conjunction with the Mayor, should initiate discussions with neighboring communities to identify methods to provide essential services using a regional approach. The communities may wish to engage an external specialist to assist in developing this plan and evaluating government services that would benefit from a combined effort.

 

D10)                  Fire Station Locations

The evaluators completed an analysis of the current deployment and demand for service within Gloucester City. Many factors drive the location of Fire Stations and those factors change over time just as our communities change. The City would benefit from a Fire Station located at Route 130 and Market Street. The feasibility for the construction of a new station manned by existing volunteers would help balance the current deployment of resources.

 

 

 

 

 

.

DEPLOYMENT OF RESOURCES

A. Structural Fire Protection

 

The deployment of resources is a key factor in the success or failure of the fire protection effort in any community. Communities of greater density with adjoining housing units provide the greatest challenge for fire departments in the United States. The nature of fire spread, combined with the proximity of exposure properties, requires a coordinated and sustainable effort to confine and control fires in these communities.

A single Engine Company often handles minor fires involving limited combustibles. Fires of greater consequence involving interior furnishings and the property structure require a closely coordinated attack. The fire suppression effort consists of many elements that occur once the firefighting force arrives on the incident scene. Several functions are carried out simultaneously to support the next required action. With such a high reliance on prior action, it is easy to see how fire department’s efforts can be in vain without the proper resources arriving in a timely manor.

Fire Apparatus consist of both Engine and Ladder Companies strategically positioned around the fire incident. The position of these vehicles and their approach to the scene directly relates to the success or failure of the firefighting effort. Advanced planning, adequate training, and pre-fire planning assist fire departments in best using their resources.

At large-structure fires, additional fire fighting personnel are needed to cover the various points of fire attack. In some cases, various functions can be handled more efficiently by specially trained crews such as rescue companies and hazardous material teams operating from specially equipped apparatus.

 In the simplest terms, structural fire suppression in an urban setting involves the accomplishment of at least the following tasks, many of which must occur almost simultaneously to ensure effective and safe operations (the proper sequence will vary, depending on circumstances, as will additional tasks)[3]:

o        Command of the incident (to ensure both effectiveness and safety of the fire fighters)

o        Application of water in appropriate quantities (dependant upon the fire environment and other factors)

o        Provision of appropriate source of water supply for above

o        Ventilation of smoke and other hazardous products of combustion from the fire area to the outside

o        Search for and rescue of fire victims

o        Forcible entry

o        Control of utilities

o        Salvage and other property conservation operations

B. Fire Ground Functions

 

Many functions occur simultaneously on the emergency scene. Engine and Ladder Companies perform these duties in a coordinated effort to control the incident. Based on the type of property and the extent of the fire, the Incident Commander decides the course of action for the incident.

 

Explanation of Fire Ground Functions

Search and Rescue

Search and rescue is the most important duty a fire department can perform at any emergency where victims are trapped. Often the control of the fire supports the firefighter’s ability to perform this function. Pushing the fire away from the victims or simply extinguishing fires on lower floors can make a significant difference in their ability to survive the event. 

 

 

 

Exposure Protection

A fundamental role of many fire departments is to control the fire before it extends to surrounding buildings. Fires that gain headway often grow exponentially and claim many other buildings before running out of fuel to consume. This is accomplished by surrounding burning structures and cooling adjacent structures

 

Confining Fires

A fundamental role of many fire departments is to confine the fire to the building of origin. When notified in a timely fashion, an offensive approach to fire confinement is accomplished by entering the building and pushing the fire toward the burned area when possible. A defensive approach to fire confinement occurs when exterior water streams are used to control the fire. Proper selection and positioning of hose lines is critical to the success of this task.

 

Extinguishment

The ability of the fire department to extinguish control the fire relies on the amount of combustibles, available water supply, and available personnel. Once the main body of fire is extinguished, firefighters must locate and extinguish the “hidden” traveling fire behind the floors and walls.

 

Ventilation

Ventilation is often defined as the planned and systematic removal of smoke, heat, and super heated gases. Effective ventilation helps to stop the forward progress of fire and decreases the chance of injury or death to the firefighters on scene.

 

Overhaul

Fire has the ability to access the void spaces behind walls, molding and floors. In addition, some property contents continue to burn even after the main body of fire is extinguished. Overhaul exposes these surfaces so that water may be applied to completely extinguish the fire.

 

Duties by Resource Type

 

Engine Company (Pumper)

The most common type of company in a fire department is the engine company. The main purpose of the engine companies is to advance hose lines to close proximity of the fire and apply water. Engine companies carry a selection of hose, adapters, and nozzles. In addition, these units establish water supplies that support the application of water over an extended period. Most engine companies have an on-board tank, storing between 300 and 1, 500 gallons of water depending on the type of community they serve.

Firefighters arriving on engine companies select and stretch hose from their pumper to a tactical position that will allow them to attack the fire. Firefighters performing this role are often at risk for exposure to back draft and flashover when entering a fire building. The inside of a smoke filled fire building is pitch black, taking the firefighters sense of sight. In addition, the heat and smoke generated by the burning material requires the firefighter to stay low and craw close to the floor pulling on the hose line as they search for the fire.

Firefighters move toward the heat until they can see visible flame from the fire. The firefighters then begin to apply water from the hose line onto the fire. In addition, firefighters search for trapped victims as they move into the fire building. Often victims are located along the path that leads to a common exit. Once the forward progress of fire is stopped, the hose team works to find fires that are traveling behind walls, under floors and within ceiling spaces. 

 

Ladder Company

The ladder company is often identified by a large aerial ladder or platform mounted ladder along the top center of the fire truck. The aerial ladder provides an elevated device to rescue trapped occupants, apply water through a master stream, or provide access to the roof of the fire building so firefighters can ventilate smoke and gases. Ventilation reduces the risk of having a back draft or flashover occur while the firefighters are inside the building.

Ladder companies perform a number of critical functions on the fire scene. Foremost is to search for and rescue any occupants that may be overcome or trapped on the upper floors of the fire building. Second is to ventilate (remove) the superheated gasses and smoke generated by the combustion process. The process of venting the building involves breaking windows, opening doors and making ventilation holes on the roof assembly when necessary. Ladder companies also perform a number of other duties such as forcible entry, utility control, and protecting the building contents from further damage.

 

Support Resources

Firefighting operations require support form a number of resources. Cascade units provide air replenishment for the many air cylinders used during the operation. Electric power is often terminated to the fire building, which requires portable power generators to be on scene powering lights, ventilation fans and other equipment. Portable pumps are often used to remove remaining water form the fire building.

Rehabilitation units perform a number of duties aimed at injury reduction and firefighter recovery. These units often treat minor injuries, replenish fluids, and monitor firefighter health conditions.

 

Incident Management

Fire and emergency scenes are dynamic and require close control and coordination. Fire service agencies utilize a standard Incident Command System to effectively manage these incidents. Key elements include, common terminology, a clear delineation of roles based on assignment and personnel accountability. Serious incidents require the incident commander to establish a fixed location to declare a command post.

The Incident Commander determines roles required to manage the incident. Common elements utilized at structural fires include: Incident Commander, Interior, Roof, Division C, and other sectors as needed. In addition, the following elements are also established: Staging, Accountability, Safety, Communications, Liaison, Public Information Officer, and the EMS sectors (Triage, Treatment, and Transportation).    

 

 

 

 

 

 

 

 

 

 

 

C. Analysis of Demand

Evaluating the demand for Fire and Emergency Medical Services takes a number of factors into consideration. Comparing data is one-step in evaluating the effectiveness of the agency’s ability to meet the demands placed upon the response force. In addition, evaluators must consider interrelating factors, such as drawdown, queuing, and reliability.

The section below provides a summary of the methods used to perform the analysis on demand:

1.       Distribution of Fire Station Locations

The selection of fire station locations within the jurisdiction served often starts with a single station and then develops as the community grows. Often jurisdictions find that after the communities complete development their distribution duplicates resources and reduces efficiency. Modern practice allow for a drop in community boundary and use of automatic aid in providing the most efficient protection.

Evaluation Committee Findings

Gloucester City covers approximately 2.2 square miles and is bordered by five communities and the Delaware River. The Fire Department is served by three Fire Stations with a relatively new Headquarters Station along the waterfront. The Department is able to travel the community in under 5 minutes depending on traffic, road closures, and a freight rail line (CSX) that runs parallel to Broadway Ave. The train affects deployment capabilities twice each day for approximately 10-15 minutes, preventing deployment of apparatus from one side of the railroad tracks to the other side.   

(See Gloucester City Map on next page)

 

 

 

 

 

 

 

 

 

 

2.      Multiple or Greater Alarm Capability

Communities that expect the response force to confine the fire to the original fire building and rescue trapped occupants must amass a timely concentration of staffing and equipment. In addition, other risks will require resources beyond the typical response force often called Maximum Risks. The Fire department must evaluate these risks and establish an effective response force to deal with emergencies at these locations.

Evaluation Committee Findings

            The current response force calls for a career Engine Co., the request for three volunteer Engine Co.’s and a mutual aid Rescue Co. This response plan calls for nine firefighter/officers and relies on the inconsistent responses (time & number) of other Companies. If a serious fire is found, the Incident Commander will request an additional Engine Company, Ladder Company, Rescue Company and Battalion Chief. The Fire Department needs to develop a response plan that will supply an effective response force with consistency. In addition, the Fire Department should develop an alternate response plan that will meet the needs of the Maximum Risks located within the city.

 

 

3.      Efficiency

The department wide measure of efficiency looks at the complete workload and the distribution of activity across all resources. Unique to Gloucester City is the initial response of the one-staffed Company from Station 51. Even with this consideration, we can examine the resource contribution to service demand.

 

Evaluation Committee Findings 

 Station 51’s career staff is responsible for handling 95 percent of the workload within Gloucester City. The high number is expected, as a volunteer response is limited in jurisdiction where fulltime resource handle most incidental calls. In addition, they responded to 92 percent of the structure fires in Gloucester City.

 

 

 

 

Station 51’s volunteer staff is responsible for handling 1.54 percent of the workload. In addition, they responded to 8 percent of the structure fires in Gloucester City. Station 51 volunteers responded to 93 percent of the calls when dispatched. (Note- The data for this section is incomplete since during the evaluation period Station 51 volunteers often responded to the emergency scene. No conclusion can be made from the limited data used to evaluate Station 51 volunteers)

Station 52’s volunteer staff is responsible for handling 3.08 percent of the workload. In addition, they responded to 51 percent of the structure fires in Gloucester City. Station 52 volunteers responded to 36.4 percent of the calls when dispatched.

Station 54’s volunteer staff is responsible for handling 4.84 percent of the workload. In addition, they responded to 70 percent of the structure fires in Gloucester City. Station 54 volunteers responded to 59.2 percent of the calls when dispatched.

 

4. Response Reliability

Response reliability is the probability that the required amount of staffing and apparatus will be available when the fire or emergency call is received. As the number of calls increases, the response reliability decreases. This measure is often used to determine the need for additional resources within a system or the requirement for automatic aid.

It is noted that the Gloucester City Fire Department is responsible for Fire, Extrication, Haz-Mat, and Emergency Medical response along two of the busiest traffic corridors along the East coast. Route 76 and the Walt Whitman Bridge require a considerable commitment from the Fire Department. The Fire department also provides service to Route 130 a major North-South corridor. The Annual Average Daily Traffic counts are as follows:

• Route 76 @ Nicholson Road   150,000 vehicles daily
• Route 130 @ Market Street 40,000 vehicles daily
• Walt Whitman Bridge 100,000 vehicles daily

Evaluation Committee Findings

When evaluating departments that respond onto limited access highways we often find extended in-service times. Our review determined average commitment times of 20:06 minutes for the Walt Whitman Bridge, and 17:54 minutes for Route 76. When the Glouceters City Fire Department resources are commited mutual aid resources respond in-place to handle emergency incidents.

5. Queuing Factor

One measure of response capability is the community’s ability to deal with the Queuing Factor. How many times are multiple calls received, and what is the impact on the next call for service? Communities like Gloucester City must evaluate the effect of queuing and determine what options exist to meet the next call for service.

Evaluation Committee Findings

On those occasions when Gloucester City Fire Department units were committed to initial 911 calls for service, the time residents waited for the next available resource is:

Fire related incidents- Unable to determine from current reporting methods used.

Emergency Medical related incidents- 7:59

 

6. Resource Exhaustion

Resource exhaustion occurs when the system is out of resources for both the initial response and an area-wide effective response force. Gloucester City relies on automatic aid and callback personnel to amass their initial effective response force. How often are these outside resources committed, and what is the effect on their reliability?    

Evaluation Committee Findings

Our evaluation did not include evaluating the demand on perimeter resources. We recommend performing this evaluation in conjunction with establishing effective automatic aid plans.

 

 

 

 

 

 

 

 

 

 

 

D. Recommendations

The following recommendations were developed as response options for the Gloucester City Fire Department. There are other combinations of response plans that may satisfy the criteria to amass an effective response force. The Fire Chief and his subordinate officers must evaluate the benefits and limitations of each option.

The Mayor and elected leaders will need to assist the Fire Chief in developing automatic aid plans with surrounding jurisdictions and their respective elected officials. The Gloucester City Fire Department needs to move toward a reliable and consistent response force complimented by a policy that outlines Standard Company Functions at emergency incidents. 

The department needs to function as a uniform organization in order to provide basic services to the community and to have good order within the Department. From the outside, it is apparent that many factors exist that have caused the fragmentation of the Department and its members over time. These same limitations transcend to the fire ground operation, and that is unacceptable. Elected officials and Fire Department leaders need to set a reasonable level of expectation and see that everyone meets a common standard. If the Gloucester City Fire Department cannot move past this hurdle, they will never provide the level of service the citizens deserve.

 

 

 

 

 

 

 

 

 

 

Deployment: Effective Response Force

Current Resources – Initial Response

The current initial response force relies on a Ladder Company that operates as an Engine Company, the activation of three Gloucester City volunteer Fire Companies and one Rescue Company from the Mt Ephraim Fire Department. In addition, District toning recalls all off-duty GCFD personnel who are assigned to respond to City fire stations and staff department apparatus. The available staffing from this force can range from 0-18 persons with an unknown reaction time to respond to the emergency.

The current initial response force is nine firefighters/officers. In addition credit for (4) additional personnel is given to the volunteer and call-back system.

Resource	Supervisors	Firefighters	Total	Function	Rating
GCFD IC 510	1		1	Command	A
GCFD Ladder Co. 514	1	3	4	Engine Co.	A
GCFD Squad 5		2	Unknown	EMS	C
GCFD Sta 51 Volunteers	3	19	Unknown*	Engine Co.	C
GCFD Sta 52 Volunteers	3	11	Unknown*	Engine Co.	C
GCFD Sta 54 Volunteers	3	12	Unknown*	Engine Co.	C
Mt Ephraim	1	3	4	Rescue Co.	B
Recall Off-Duty Personnel	3	18	Unknown*	Support	C
Total (A/B) Resources			13*

(* Volunteer and Career Off-Duty credit for one company with 4 personnel)

D11)                   Proposed Resources – Initial Response 

An alternative to the current deployment includes restructuring the GCFD initial response force around three Engine Companies, two Ladder Companies, and the Incident Commander. The response plan will include the use of automatic aid Companies, the recall of off-duty personnel and the continued activation of the GCFD volunteer force. The alternative will amass 25 firefighters/officers as the initial response force.

Resource	Supervisors	Firefighters	Total	Function	Rating
GCFD IC 510	1		1	Command	A
GCFD Ladder Co. 514	1	3	4	Engine Co.	A
Camden Engine Co. 10	1	3	4	Engine Co.	A
Mt Ephraim	1	3	4	Engine Co.	B
Collingswood	1	3	4	Ladder Co.	A
Westville	1	3	4	Ladder Co.	B
GCFD Squad 5		2	Unknown	EMS	C
GCFD Sta 51 Volunteers	3	19	Unknown*	Engine Co.	C
GCFD Sta 52 Volunteers	3	11	Unknown*	Engine Co.	C
GCFD Sta 54 Volunteers	3	12	Unknown*	Engine Co.	C
Recall Off-Duty Personnel	3	18	Unknown*	Support	C
Total (A/B) Resources			25

(* Volunteer and Career Off-Duty credit for one company with 4 personnel)

 

 

Current Resources – All Hands

The All Hands activation requests resources from neighboring Camden City. All GCFD Incident Commanders are authorized to Special Call an Engine, Ladder, Rescue, and Chief from Camden City to any “All Hands Fire”, amassing a group of 13 firefighters/officers. Resources are rated as “B” since they not part of an Automatic Aid.

Resource	Supervisors	Firefighters	Total	Function	Rating
Camden Engine Co. 10*	1	3	4	Engine Co.	B
Camden Ladder Co.2*	1	3	4	Ladder Co.	B
Camden Rescue Co. 1*	1	3	4	Rescue Co.	B
Camden Battalion 1*	1		1
Total (A/B) Resources			13

 

 

D12)                  Proposed Resources – All Hands

The All Hands response will continue to include the use of Camden Rescue 1 as a rapid intervention team, one Engine Company from Mount Ephraim and Camden Battalion 1. This alternative will amass at least nine (9) additional personnel.

Resource	Supervisors	Firefighters	Total	Function	Rating
Camden Rescue Co. 1	1	3	4	Rescue Co.	A
Mt Ephraim	1	3	4	Engine Co	B
Camden Battalion 1	1		1		A
Total (A) Resources			9

 

Rating System

A- Immediate deployment, personnel in-station at receipt of alarm, resource demonstrated a consistent response.

B- Response force assembles at Station then deploys, resource demonstrates consistent ability to respond when requested.

C- Response force assembles at Station then deploys, resource reliability is inconsistent, and evidences extended turnout and response times to the emergency scene. 

 

 

 

D13)                  Deployment: Fire Station Locations

The selection of Fire Station locations in many of our built up communities was decided by various factors including available land, free land, proximity to the volunteer’s residences and neighborhood preference. As new fire stations are developed, communities often place more consideration on how the location can best serve the entire community.

The Headquarters Fire Station was constructed in1996 to improve the facilities serving the Fire, Emergency Medical, and Emergency Management functions provided by the Fire Department. 

From interviews with Elected Officials and the Fire Department, the construction of a Fire Station to serve as a response point from the east would be the next logical step for Gloucester City. In fact, suitable land is available for this initiative at Route 130 and Market Street. Computer mapping of this location confirms this as a beneficial location for emergency service deployment for Gloucester City.

            (See Service Network Analysis Station 51 and Alternative Location B- next page)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

D14)                  Standard Company  Functions Operating Guideline

The GCFD needs to develop a Standard Company Function plan that identifies each resource responding to emergency events, their order of arrival and respective assignments. Fire Departments can plan an order of approach and general duties for every arriving resource on the first alarm. The benefits of this plan include, advanced coordination of available resources, less confusion, limited radio communications especially early in the incident and gives all members the same tools to accomplish their firefighting goals. The Incident Commander can always adjust or modify the Company assignments based on the exact conditions.

The next step is for the Fire Department to train their personnel in this new procedure and then to train as a department in meeting the requirement established in the Standard Company Function Operating Guideline. As this procedure is transitioned into use, the Officers can ask questions to gain full and clear understanding of the guideline.

 

D15)                  Riding positions-expanded

The Fire Department should expand the use of riding positions to all Companies. The riding assignments should be posted at each seat with the required tool assignments and responsibilities for the respective assignment.

The Fire Department should spend sufficient time to introduce their personnel to the reason for directed assignments and how they benefit the fire ground operation.

 

D16)                  Uniform Training Requirements

The Fire Department needs to establish a set of uniform training standards for all personnel. In addition, the training standard needs to be enforced by all supervisors within the Department.

The Fire Department also needs to institute a Training Plan that moves from Company level proficiency to Department wide quarterly exercises that test the Companies ability to assess conditions, assign required resources, and work as one force to complete the required functions.

 

 

 

TRAINING AND ORIENTATION

A. Training

 

A new member coming into the Department must complete Firefighter I certification within one year of joining the Department. New members are not permitted to respond to calls until they have completed Firefighter I. They are permitted to participate in training that involves the use of the apparatus. 

 

Firefighter Level 1 Training includes:

 

a)      OSHA Right to Know training

b)      Hazmat Awareness

c)      Hazmat Operations

d)      SCBA Certification

 

 

Officers must meet requirements before being placed into office. The training requirements for each Officer level are as follows:

 

 

Deputy Chief

 

a)      Advance Pump Operations

b)      Engine Company Fire Ground Operations

c)      Advance Ladder Operations

d)      Truck Company Fire Ground Operation

e)      Building Construction

f)       Firefighter Safety

g)      Fire Officer Leadership

h)      Fire Department Administration and Management

 

 

 

 

 

 

 

 

 

Battalion Chief

 

a)       Advance Pump Operations

b)      Engine Company Fire Ground Operations

c)      Advance Ladder Operations

d)      Truck Company Fire Ground Operation

e)      Building Construction

f)       Firefighter Safety

g)      Fire Officer Leadership

 

First Captain

 

a)      Advance Pump Operations

b)      Engine Company Fire Ground Operations

c)      Advance Ladder Operations

d)      Truck Company Fire Ground Operation

e)      Building Construction

f)       Firefighter Safety

g)      Fire Officer Leadership

 

 

Lieutenant

 

a)      Advance Pump Operations

b)      Engine company fire ground operations

c)      Advance ladder operations

d)      Truck company fire ground operation

e)      Building Construction

f)       Firefighter safety

 

 

(Reference: Gloucester City Code, 4-60, pages 435,436)

 

The Gloucester City FD has training programs that should be completed by both the career and volunteer staffs. At this time, the training consists of Performance Evolutions that are to be completed on a monthly basis, a monthly department-wide drill that should have participants from both the career staff and all three volunteer companies. There are certain training topics that must be completed on an annual basis, Right to Know, Blood Borne Pathogens, ICS-100 and 200, and a three-part Self Contained Breathing Apparatus block, Fit Testing, Respiratory Protection Plan, and Live Burn. If a member does not complete any of mandatory training exercises, that are given on multiple occasions, the member is suspended from responding until they make-up the courses or exercises. Courses are given numerous times to allow all members to make up the classes they miss. 

 

Currently, the career staff is working through the IFSTA Essentials manual with test questions being developed by the Battalion Chiefs. The career Battalion Chiefs decide on their own which training initiatives they will accomplish. 

 

The Evaluators have found that here is inconsistency in the completion and participation in both divisions.

 

 

In addition, Chief Glassman is seeking permission from City Council to put a Battalion Chief into a Training Officer position. This would also trigger the hiring of another Firefighter and the move up of another member to Battalion Chief.

 

D17)                  Recommendations for Training:

• The Chief of Department, the Training Officer, and the Group/Volunteer Chief’s should develop minimum criteria for training. The completion of the training should be by all members, both career and volunteer divisions. The Training Officer should be given ample time to research the best practices of other departments, use of outside instructors and visit other departments to seek ways to integrate both career and volunteer members into one team.

 

• The on-duty Battalion Chief should be charged with the responsibility of conducting regular training exercises that cover operational issues. The Training Officer would be brought in to cover new procedures, problem areas, and new techniques.

 

• Every quarter a department-wide drill should be conducted that integrates the career and volunteer staffs. This drill would be developed and facilitated by the Training Officer.

 

• Fire Officers, both career and volunteer should be attending officer development courses that increase their knowledge of administrative practices, and challenge them to learn new operational and team building ideas. The Department should research different programs that are available to provide quality training to the Officers of the Department.

 

 

 

 

 

 

 

 

 

 

 

 

B. New Member Application Process

 

The Evaluators found that the process for new membership is cumbersome and delayed. 

 

Each perspective member applies to the local Association who, in turn, proposes them for membership with the Department. Once the Department is aware of the new applicant, the member is requested to come to Headquarters to pick up and complete an application. The application is then processed for a background check, physical and proposal to the City Council’s Fire Committee for approval, and then to the full Council for approval.

 

The Associations 52 and 54 make the applicant wait an unnecessarily long period before proposing members to the Department. Station 51 is faster in proposing.

 

 

D18)                  Recommendations for New Member Application Process:

 

• The application process should be done by the Chief of Department’s Office. This will provide coordinated background checks and smoother transition into the Associations. This process should be done with the assistance of the Associations. Once the Department approves a member, the Association can act to allow that member to join the Association.

 

• Upon entry into the Department and after the approval of City Council, the member should be provided with an orientation program and given direction in the areas of training needed to place this new member onto the fireground as an asset.

 

 

 

 

 

 

 

 

 

Implementation

 

The next step in this process is to prepare a plan to implement those changes selected by the Fire Department and Elected Leaders. As we previously stated some of the recommendations identified are already underway. The Evaluation Panel recommends that the Fire Chief brainstorm this report with the leaders within the Fire Department, this effort may uncover similar changes, which complement those identified.

Once the final list of recommendation is complete, a structured plan must be written to outline the method, timeline, and responsible party to implement the recommendations.

A sample implementation plan:

 

Number	Subject	Assigned	Action	Completion date
D4	Written Communications	Battalion Chief Group 2	Implement a General memorandum system	March 1, 2004
D17	New member application process	Volunteer Chief	Develop new volunteer application/orientation process	March 1, 2004

 

 

 

 

 

 

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[1] Fire Protection Handbook19th Edition, Granito

[2] Public Entity Risk Institute, Granito

[3] Fire Protection Handbook, 19^th edition, Granito