INTEGRITY-HONESTY-FAIRNESS-PROFESSIONALISM
ORANGE COUNTY FIRE RESCUE - ASSESSMENT
Orange County Government
Board of County Commissioners
Meeting
May 14, 2013
PRESENTATION AGENDA
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Background
Divisional Assessments
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Issue Statements
Action Statements
Expected Outcome
Departmental Initiatives
Questions
QUICK FACTS
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41 Fire Stations
Responded to over 93,000 calls in FY12
Over 54,000 EMS Transports
1158 Employees
4th Largest Fire Department in Florida
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Miami – Dade (1)
Jacksonville (2)
Palm Beach County (3)
BENCHMARK DEPARTMENTS
Department
# of
Stations
Uniform
Personnel
Service Area
Population
Served
Total Budget
Rounded to
Nearest Mil.
Cost Per
Capita
City of
Orlando
17
499
110
237,000
90,000,000
$380.00
City of
Jacksonville
62
1200
840
900,000
174,000,000
$193.00
Palm Beach
County
49
1490
1822
864,528
348,000,000
$403.00
Miami-Dade
County
69
2100
1883
1,802,056
369,873,000
$205.00
Orange
County
41
1000
780
800,491
155,233,332
$194.00
ADMINISTRATION
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Fiscal Management
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Financial Analysis
Accounts Receivable
Accounts Payable
Procurement
Revenue
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Employee Services
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Professional Standards
Career Planning
Recruitment/Testing
Safety
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Emergency Scene Safety
Health and Wellness
Life Safety (Community
Risk Reduction)
Public Information Office
ADMINISTRATION
Fiscal Management
Issue – 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 Services
Issue – 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
Population :
Certified Personnel
13%
1%
1%
19%
66%
White
Hispanic
Black
Asian
Other
Nationally – Women in the fire service equal 2% of the total
population. OCFR – Women equal 10% of the work force
OPERATIONS
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Emergency Response
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Structure Fire
Wild land Fire
Motor Vehicle Accident
Advanced Life Support
Basic Life Support
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Emergency Medical
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Medical Support
Quality
Assurance/Quality
Improvement
Reporting/Billing
Hospital Liaison
Special Operations
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Hazardous Materials
High Angle Rescue
Confined Space Rescue
Urban Search and Rescue
Dive Rescue
OPERATIONS
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.
High Probability
Low Consequence
High Probability
High Consequence
Moderate Risk
Maximum Risk
Distribution
Low
Isolated Risk
Low Probability
Low Consequence
Concentration
PROBABILITY
OPERATIONS
High
Special Risk
Low Probability
High Consequence
CONSEQUENCES
COMMUNICATIONS
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Dispatch Center
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Call-taking
Emergency Medical
Dispatch
Pre-arrival instructions
Emergency dispatch/
scene support
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Telecommunications
EMD Quality
Assurance/Quality
Improvement
Computer Aided
Dispatch
Research & Planning
COMMUNICATIONS
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
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Response Time Reduction Initiative
Includes All Incident Calls
11/30/12
• Alarm Handling
1:29
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Total Response Time
03/25/13
0:29
10:41
Total Response Reduction Time is :53
“Seconds Save Lives”
09:48
COMMUNICATIONS
OFFICE OF THE FIRE MARSHAL
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Plans\Code Compliance
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Building Plans Review
New Development Review
Code Development Review
Fire Protection Plan Review
Fire Inspections
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Fire Safety Inspections
Operational Permit Inspections
Code Compliance Inspections
Childcare facility Inspections
OFFICE OF THE FIRE MARSHAL
Issue: Plans processing, inspection, and issuance of permits must be
handled in a timely, accurate manner, and if not addressed will result in:
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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
TRAINING
Recruit Training
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Basic Fire Response
Vehicle Extrication
Incident Command
Standard Operating
Procedures
Probationary Assessments
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Specialty Training
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Trench Rescue
Building Collapse
Rope Rescue
Confined Space
Vehicle Machinery Rescue
Hazardous Materials
Dive Rescue
Incumbent Training
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Continuing Education
Re-certification
New equipment
Policy and Procedures
Command School
Lieutenants Academy
Battalion Chiefs Academy
Medical Training
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Advanced Cardiac Life Support
Pediatric ALS
Protocol & Procedures
New Equipment
Continuing Education
TRAINING
Issue: The lack of a comprehensive professional development program
couple with increased industry and community expectations, if not
addressed will result in:
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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
Professional Development Life Cycle
1. Technical
Position
Competency
2. Formal Training
3. Leadership Training/
Performance Counseling
by Supervisor (OJT)
4. Promotion Prep
Fire Fighter
Fire Fighter II
EMT- B, P
Incident Command
Engineer
Driver/Pump Ops
Paramedic
College Credits
Lieutenant
Fire Officer I
Fire Service Inst.
Associates
Captain/Battalion Chief
Fire Officer II, III
Bachelors Degree
NFA Executive Officer
Assist, Division, Deputy
Chief
Masters Degree
Executive Fire Officer
TRAINING
Issue: The lack of a modern sustainable fire service training center within
Orange County, if not addressed will result in:
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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.
LOGISTICS
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Vehicle Support
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Preventative Maintenance
Fire Apparatus Repair
Aerial Apparatus Repair
Vehicle Testing
Apparatus Specification
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Facilities
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Project Management
Fire Station Design
Facility Upgrades
Facility Repairs
Facility Location Planning
Supply/Equipment
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Personnel Protective Equipment
PPE Testing & Repair
Station Supplies
Medical Supplies
Uniforms
Emergency Apparatus Supplies
LOGISTICS
Issue: Aging departmental infrastructure, increased demand for service,
and community development, if not addressed will result in:
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Increased
Increased
Increased
Increased
vehicle repair time
vehicle maintenance cost
station repair and maintenance costs
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.
DEPARTMENTAL INITIATIVES
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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
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.”