Boulder Valley FIRE ConsortiumCenter of Excellence

Interoperability Informational Bulletin & DirectivesISSUED BY:

DISTRIBUTION: G NUMBER: 2015-002Planning Section; 8-12-2015

APPROVED BY: Joint Chiefs DATE: Sept. 2, 2015

BOULER COUNTY SHERIFFS DEPARTMENT & COMM. CENTERBOULDER FIRE DEPARTMENT & COMM. CENTERBOULDER RURAL FIRE DEPARTMENTLAFAYETTE FIRE DEPARTMENTLONGMONT FIRE DEPARTMENT & COMM. CENTERLOUISVILLE FIRE DEPARTMENTMOUNTAIN VIEW FIRE DEPARTMENTROCKY MOUNTAIN FIRE DEPARTMENT

SUBJECT: Command Staff Move Up 3 tiered approachEFFECTIVE DATE; Discussion at this timeEXPIATION DATE No expiration

Goals:

1) Reduce duplication of positions and increase on-scene supervision through the cooperative use of the City of Boulder, City of Lafayette, Louisville Fire Protection District and Mountain View Fire Protection District’s Battalion Chiefs (collectively known as the BVFC Batt. Chiefs). This added command staff resource can be used to supplement the IC in any capacity the IC deems as appropriate at the time, cover next calls for service for the agency or released back into service.

2) Create a streamlined and consistent approach to receive additional recourses when a full second alarm is not needed but limited additional resources would be beneficial. With an ever-increasing call load and in an effort to properly manage resources to cover calls for service this offers an efficient way to request for limited additional resources yet keep units available for the next call for service.

3) Create a network of notifications for “Staff Chiefs” to be informed and able to respond to assist on scene or assist as a policy advisor position when needed.

4) The ultimate goal is combine all three steps to create a streamlined integrated system of assistance from street level units allocation to staff level support for administrative functions.

Step One:

Battalion Chief Plan: Calls for service in “home” district will take priority even in the case of leaving the neighboring district’s call for service unanswered.

Two BVFC Batt. Chiefs will respond to a limited number of calls within the BVFC.

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Structure FiresHazardous Material Aircraft Accidents

The Battalion Chief would also be available to respond if requested by any other BVFC command staff on scene if additional scene management is needed.

Notification will be done via home agency Battalion Chief tones through home agency’s Dispatch.

Step Two:

Apparatus Move Up Plan: Adopt a “working fire” protocol that would trigger a procedure to notify that additional units are needed on scene without moving to a full second alarm. Once a first response command arrives on scene they would be able to use a common term that start a notification of predetermined additional resource response. This added resource can be used to supplement on scene resources in any capacity the IC deems as appropriate at the time, cover next calls for service for the agency or released back into service.

Step Three:

Notification Network Plan: Adopt a “working fire” protocol that would trigger a procedure to notify Staff Chiefs across all jurisdictions, creating a network of notification when a “working fire” is occurring within a BVFC jurisdiction. This would allow a trigger point for staff chiefs respond according to procedure for their positions. These actions could be anything from a simple notification to an incident support response (to be determined).

Evaluation Intervals: BVFC staff will meet once a month to evaluate best practices and progress of the pilot Program. A formal review would be scheduled as follows:

Step One: 60 days and 120 days after implementation

Step Two: 90 days after implementation

Step Three: 120 days after implementation

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Task MaximumRisk

HighRisk

ModerateRisk

LowRisk

Attack Line 4 4 2 1Search and Rescue 4 2 2 N/AVentilation 4 2 2 N/ABack-Up Line/RapidIntervention Team 8 6 4 N/APump Operator 1 1 1 1Water Supply 1 1 1 N/AUtilities Support 1 1 1 N/ACommand/Safety* 2 2 2 1Forcible Entry** N/A N/A N/A N/ASalvage** N/A N/A N/A N/AOverhaul** N/A N/A N/A N/ACommunication** 1 N/A N/A N/AOperations Chief 1 N/A N/A N/ALogistics 1 N/A N/A N/APlanning** 1 N/A N/A N/AStaging** 1 N/A N/A N/ARehabilitation 1 N/A N/A N/ADivision/GroupSupervisors** 2 N/A N/A N/AHigh Rise Evacuation** 10 N/A N/A N/AStairwell Support** 10 N/A N/A N/A

Totals 53 19 15 3* Can often be handled by the first due officer.** At maximum and high-risk fires, additional personnel may be needed.Note: Actual implementation of the BVFC staffing model will be phased in over time.

6.0 Appendix #1:

8 Overarching GoalsImprove operational effectiveness (through speed and weight of response).Implementing a clear communication path and approval process for implementing new guidelines and policies.Improve training effectiveness through standardization (seek regionalization of programs).Implement a “standardized” operating procedures for all departments – (safety and operations as a priority).Have an integrated Standard of Cover.Improve Haz-Mat operational effectiveness.Provide cost-effective fire protection and emergency services. Reduce organizational redundancies and to the extent practical contain or minimize operating cost increases.

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Improve firefighter safety and effectiveness through interoperability and consolidation.

BVFC Orginizational PrioritiesShort TermStrategy #1. Complete implementation of integrated Hazardous material team. This has been an on-going process that has on impact to every communities DERA responsibilities. A single interoperable system with support from every metro/suburban department is critical.Strategy #2. Establishing a “move-up” protocol that is supported by all the signatory departments. We are all depended on each other so…… it makes sense that we have a shared solution. Also, evaluate what if any risk/ benefits there are to any community when moving up.Strategy #3. Standardized SOPs. Again, each department is more and more dependent on each other, so it’s essential that the signatory departments operate from a common set of standards and polices. “Safety” SOG should be the priority. Develop a standardized Gantt chart to track progress.Strategy #4. Implement a single SOG format, for all operational procedures. Develop a standardized Gantt chart to track progress.Mid TermStrategy #5. Joint purchasing and partnering for regional grants. Every June the IFG will outline their needs for the next 2 years and align budgets (where practical) to take advance of the power of joint purchasing.Strategy #6. Standardize lesson plans and training schedules. The objective is to optimize training effectiveness and efficiency of each departments training resources. There is significant interoperability potential across every department if the various training functions are centralized.Long TermStrategy #7. Evaluate the feasibility of consolidating the current dispatch centers into a single integrated system. While this is outside of the span of control for all agencies except Boulder and Longmont, there is a general consensus that the “system” would benefit from a centralized system. (As an example what Jeffco is implementing)?Strategy #8. Develop a new Standard of Cover. This is a multi-dimensional objective so it would take a graded approach over time. The first steps could include:

o Standardized initial response protocol (deployment). Same amount of engines, ladders and command for each incident type. The “weight” or capacity of response is the same for each jurisdiction.

o Closest unit dispatching. (Each communication center will need access to all units).

Task #9. Compile data. A critical part of interoperability/consolidation is the need for comparative and performance data. Comparative data helps establish reasonable community expectations, assess the efficiency and effectiveness of the Department’s services, and identify practices that lead to superior service. Begin discussion about data needs and start collection process.

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